Accenture: An insider guide - Gymkhana
Accenture: An insider guide - Gymkhana Accenture: An insider guide - Gymkhana
The Company Consultant teams do most of the work at the client site. These range from the small, paratroop-like squads of the strategy unit, consisting of two to five members, to massive mobilization units involving dozens to 100 or more folks from other service areas. Because of the nature of the work, Accenture project teams tend to be larger and more bottom-heavy than those of rival consulting firms that do less systems work. Many projects have an organizational structure worthy of a small firm: a senior manager or partner responsible for the most high-level client interaction, followed several managers who are each responsible for a part of the project and supervise two or three teams each of analysts and consultants. Many analysts and consultants will have their own cubicle and workstation at the client site. If they’re locally based, they may report every day to that station, just like in an industry job. Strategy consultants and senior managers, who tend to be more mobile, often work out of a laptop and “totes,” or moveable storage containers. Moving from job to job, compounded by the size of Accenture, can be a strain. One insider describes the downside of working in consulting this way: “It’s so big, you’re always changing clients, you never get a sense of belonging.” Perhaps mindful of losing touch with its far-flung staff, Accenture has instituted activities that connect consultants outside of work. Some are as informal as dinners out. Others might be as time-consuming as teaching other consultants about a new programming language. In 1998, Accenture created market unit–based “communities” of 150 or so employees grouped by their location and industry practice. These communities meet quarterly in most cities to discuss everything from business to personnel issues. The ostensible purpose might be to hear a presentation by a resources consultant in Dallas. But they are really all about networking. “It’s to feel like you belong to the company, to not get overwhelmed by the fact that it’s a big, international firm,” says one insider. 16
On the Job • Analysts • Consultants On the Job 17
- Page 1 and 2: Accenture 2005 Edition WetFeet Insi
- Page 3 and 4: Insider Guide Accenture 2005 Editio
- Page 5 and 6: Table of Contents Accenture at a Gl
- Page 7 and 8: Accenture at a Glance At a Glance H
- Page 9: Estimated Compensation, 2004 Underg
- Page 12 and 13: Overview The Company Accenture has
- Page 14 and 15: The Company With a brighter busines
- Page 16 and 17: Industry Position The Company Accen
- Page 18 and 19: Where MBAs Want to Work The Company
- Page 20 and 21: Nine service and solutions lines su
- Page 24 and 25: Analysts On the Job Analysts at Acc
- Page 26 and 27: • Assess existing technology •
- Page 28 and 29: Consultants After a couple of years
- Page 30 and 31: A Day in the Life of a Strategy Con
- Page 32 and 33: Lifestyle and Hours Analysts and co
- Page 34 and 35: Culture Accenture is a company on t
- Page 36 and 37: Workplace Diversity Accenture has s
- Page 38 and 39: technology,” says one insider. An
- Page 40 and 41: Travel Most of Accenture’s work t
- Page 42 and 43: Vacation In September 2002, Accentu
- Page 44 and 45: usiness language, so cross-group (o
- Page 46 and 47: Opportunities for Undergraduates Un
- Page 48 and 49: valued properly,” adds the inside
- Page 50 and 51: it. They seem ready to spend a litt
- Page 52 and 53: Get Out and Mingle Almost from day
- Page 54 and 55: The Recruiting Process Accenture ha
- Page 56 and 57: “I would suggest that you pick a
- Page 58 and 59: Interviewing Tips After the first r
- Page 61 and 62: For Your Reference For Your Referen
- Page 63 and 64: For Further Study For Your Referenc
- Page 65 and 66: Et Cetera For Your Reference Recrui
- Page 67 and 68: WETFEET’S INSIDER GUIDE SERIES JO
- Page 69 and 70: Who We Are WetFeet is the trusted d
On the Job<br />
• <strong>An</strong>alysts<br />
• Consultants<br />
On the Job<br />
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