12.04.2014 Views

Accenture: An insider guide - Gymkhana

Accenture: An insider guide - Gymkhana

Accenture: An insider guide - Gymkhana

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

The Company<br />

Consultant teams do most of the work at the client site. These range from the small,<br />

paratroop-like squads of the strategy unit, consisting of two to five members, to<br />

massive mobilization units involving dozens to 100 or more folks from other service<br />

areas. Because of the nature of the work, <strong>Accenture</strong> project teams tend to be<br />

larger and more bottom-heavy than those of rival consulting firms that do less<br />

systems work. Many projects have an organizational structure worthy of a small<br />

firm: a senior manager or partner responsible for the most high-level client<br />

interaction, followed several managers who are each responsible for a part of the<br />

project and supervise two or three teams each of analysts and consultants.<br />

Many analysts and consultants will have their own cubicle and workstation at<br />

the client site. If they’re locally based, they may report every day to that station,<br />

just like in an industry job. Strategy consultants and senior managers, who tend<br />

to be more mobile, often work out of a laptop and “totes,” or moveable storage<br />

containers.<br />

Moving from job to job, compounded by the size of <strong>Accenture</strong>, can be a strain.<br />

One <strong>insider</strong> describes the downside of working in consulting this way: “It’s so<br />

big, you’re always changing clients, you never get a sense of belonging.”<br />

Perhaps mindful of losing touch with its far-flung staff, <strong>Accenture</strong> has instituted<br />

activities that connect consultants outside of work. Some are as informal as<br />

dinners out. Others might be as time-consuming as teaching other consultants<br />

about a new programming language.<br />

In 1998, <strong>Accenture</strong> created market unit–based “communities” of 150 or so<br />

employees grouped by their location and industry practice. These communities<br />

meet quarterly in most cities to discuss everything from business to personnel<br />

issues. The ostensible purpose might be to hear a presentation by a resources<br />

consultant in Dallas. But they are really all about networking. “It’s to feel like<br />

you belong to the company, to not get overwhelmed by the fact that it’s a big,<br />

international firm,” says one <strong>insider</strong>.<br />

16

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!