CASE STUDY
From Me to We to Us.
How Accenture Business Services (ABS) shifted focus to their internal cohesion, people development, and external relationships to change their leadership strategy.
THE CHALLENGE
Accenture Business Services (ABS) is a 4,800-person global internal services organisation with a strong commitment to living its values to maintain and enhance its culture. ABS is a key part of how the nearly 250,000-person Accenture organisation runs its global business efficiently and effectively. ABS challenged their organisation to continue to improve and deliver more value to Accenture.
The BVC Culture Assessment was used to measure their culture and determine what they were doing well and where they could improve in support of their overall Human Capital strategy. The results revealed a culture grounded in achievement and teamwork with a call to move more fully from a focus on individual achievement/performance (me) to a focus on internal cohesion, people development (we) and growing alliances through external partnerships (us).
The analysis of the initial Culture Assessment led to a focus on three pivotal initiatives across three Human Capital work streams of Culture, Leadership and Talent.
Initiatives within the Culture Work Stream:
Business partnerships (shift from transactional order-taking to expert advisor)
Coaching & Mentoring
Internal Cohesion
THE SOLUTION
Senior team cohesion is self-reported at an all-time high.
Leaders have fully adopted the performance coach leadership style.
ABS developed thought leadership around Accenture’s first “Building Valued Business Partner” process model, which they are now training Senior Managers on worldwide.