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Accenture 埃森哲 PPT 模板

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咨询公司埃森哲专业PPT模板完整版PPT162页

咨询公司埃森哲专业PPT模板完整版PPT162页

36、自己的鞋子，自己知道紧在哪里。——西班牙
37、我们唯一不会改正的缺点是软弱。——拉罗什福科
xiexie! 38、我这个人走得很慢，但是我从不后退。——亚伯拉罕·林肯
39、勿问成功的秘诀为何，且尽全力做你应该做的事吧。——美华纳
40、学而不思则罔，思而不学则殆。——孔子
谢谢！
咨询公司埃森哲专业PPT模板完整版
1、战鼓一响，法律无声。——英国 2、任何法律的根本；不，不成文法本 身就是 讲道理 ……法 律，也 ----即 明示道 理。— —爱·科 克
3、法律是最保险的头盔。——爱·科 克 4、一个国家如果纲纪不正，其国风一 定颓败 。—— 塞内加 5、法律不能使பைடு நூலகம்人平等，但是在法律 面前人 人是平 等的。 ——波 洛克

埃森哲管理咨询介绍(PPT 59页)

埃森哲管理咨询介绍(PPT 59页)
• Integrity – Act with openness and honesty. Always.
• Stewardship – Think future oriented; act and invest to build a stronger firm for tomorrow.
• Best People – Are highly competent and make a commitment to excellence, teamwork, and the success of our clients.
Government
12
10.08.2019
ACCENTURE: SAMPLE CLIENT LIST
13
10.08.2019
AGENDA
Introduction/Expectations Example consultant company Consulting: Nature, Trends,
• Quality Client Service – Understand and meet client expectations 100 percent of the time.
• One Global Firm – Act to enhance the collective values of the global partnership, while sustaining local culture.
6
1998 • $8.3 billion • 65,000 employees
2000 • Joe Forehand becomes Managing Partner
and introduces the 100 Day Plan • Andersen Consulting wins arbitration against

埃森哲薪酬激励体系(62页精美PPT)

埃森哲薪酬激励体系(62页精美PPT)

业务系统部门职责：市场营销部与客户服务部
- 市场营销部 -
职责 市场调研与产品定位 营销策划 销售管理 关系 对上－－向主管总经理汇报 横向－－与其他职能部门相互配合 对下－－管理并协调项目公司的市场营销工作
工程预算部
业务开发部
规划设计部
工程管理部
- 客户服务部 -
职责 客户资料管理、分析和应用 客户资源维护－－客户俱乐部 承诺管理（含重大客户投诉管理） AA系统客服工作统筹、协调 关系 对上－－向主管总经理汇报 横向－－与其他职能部门相互配合 对下－－对项目公司的客户服务进行 管理和指导，各项目公司客 服工作的协调
集团价值
部门的设置
集团部门的角色和职能
集团部门的规模
小而少。 严格于财务评估与资金分配。
方向性的。 有限的、季度性的。 集中于战略和财务评估、指导。
广泛的。 频繁的。 集中于营运业绩。
深入的、频繁的、 集中于职能部门、营运和业务单元的协同。
自主权自战略层面。 营运自主。 负责财务回报。
自主权自高层运营层面。 有限度的战略指导。 负责盈利能力。
业务开发部
规划设计部
客户服务部
市场营销部
- 工程预算管理部 -
职责 制定并监督执行工程预算管理办法 监控项目工程成本控制 参与项目重大工程及材料设备采购的招标、合同、结算工作 对项目进行政策业务指导 组织本系统员工学习与培训 关系 对上－－向主管总经理汇报 横向－－与其他职能部门相互配合 对下－－对项目预算的管理和监控
集团层次战略、关键或主要管理流程。 业务单元运营。
关键运营部门集中于集团。 业务单元层面业务运作与日常管理操作。
资源整合 宏观政策和财务整合
宏观政策指导 战略指导和协调

埃森哲问题分析法教材AccentureIBPSSkillBuilder专题培训课件

埃森哲问题分析法教材AccentureIBPSSkillBuilder专题培训课件
product or result
S Desired Outcomes:
C What the client would like to have at the end of the project
Out of Scope:
O P In Scope: E Deliverables, target dates, and issues
©Accenture 2004
4
The first step is to define the problem that will focus and set boundaries for the engagement.
Problem Definition Worksheet
Client:
C Key Facts: O Relevant information about the client’s situation N T E Need for Change: X Why the client needs to change now—implications, burning platforms, etc. T
©Accenture 2004
6
Exercise: Pr fully does this key question meet the criteria for success?
How, if at all, should BigCar enter the online automotive business to improve its profitability?
©Accenture 2004
0
IBPS is a structured approach to solving problems, with several important benefits.
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The Workplace Blueprint Daniel B. Johnson
Copyright © 2003 Accenture. All rights reserved. Accenture, its logo, and Accenture Innovation Delivered are trademarks of Accenture.
CoreNet Global Summit, Atlanta, October 2003
“The effective organization is one that has blended its structure, management, practices, rewards and people into a package that in turn fits with its strategy” -Mintzberg
Yesterday
Emerging
Consulting & Enterprise
Services
Solutions
Optimize the performance of our new and distinct workforces by providing appropriate and cost effective workplaces to support our business needs. We anticipate change from many influences: flexibility is a backbone for our facility strategy.
• Emerging technologies are changing how and where we work, and influence how we deliver support services. These technologies will further enable dynamic, flexible and productive work from locations outside of traditional Accenture offices. Future real estate commitments require more flexibility to support rapid shifts in demand.
• Our intent is to have strong communities of people in highly utilized, vibrant offices that are linked to other Accenture work locations and to client-sites, shared facilities and remote locations including the home.
Copyright © 2003 Accenture. All rights reserved.
Context and Opportunity
Connecting the business and workforce models
Consulting and Enterprise
Consulting, Enterprise, Services and Solution Workforce Partner/Associate Partner Senior Manager Manager Consultant Analyst
02
FY03
FY04
FY05
Copyright © 2003 Accenture. All rights reserved.
Context and Opportunity
Real estate demands
• Re-shaping of the organizational pyramid and growth in key businesses in certain geographies require us to provide new real estate in new locations, and scale back existing fixed commitments in many existing locations. • Employees are seeking a culture that fosters community, empowerment and accessibility. Our workplace responses need to balance office-based work with the increasing mobility and virtual nature of work. Geographic and cultural differences may warrant unique responses.
Purpose
Why a new Workplace Blueprint?
• Corporate Real Estate strategies have shifted to align with Accenture’s new business and workforce models. This requires a new Workplace Blueprint that: – Reduces operating costs
Copyright © 2003 Accenture. All rights reserved.
Dramatic growth in new businesses
Modeled Headcount Growth by Workforce
103,300
87,400 76,300
70,580 Enterprise Services Solutions Consulting
– Increases efficiency
– Increases flexibility
• Principles: – Differentiated real estate portfolio
– Flexibility
– Best practice delivery – High performance workspace – Scalable Service Levels