Accenture of $ 865 million includes saying goodbye to people who do not have correct AI’s skills

First, its primary focus is on investing in people who act, then, “leaving people in a compressed schedule where Resills is not an applicable way to the skills he needs,” and thirdly will determine the areas to push more operational efficiency. Sweet said on Subsequent profit This accent expects savings more than one billion dollars from the business improvement program, which the company says will be invested in business and its members. Regarding abroad, she said Acceneture “is trying, in a very compressed timetable, as we have no skill -applied road, a kind of exit from people so that we can get more skills we need.” In the profit call with analysts, Sweet said that the company still expects to increase the number of employees in 2026.

Investing in Upskilling

“We are investing in Upsnilling our invention,” said Sweet on the call, using the term for it All its employees. She said she sees a “big difference” in how people use Amnesty International in their individual lives that are very easy and how to use it in the institution. Many companies are wrestling with “fragmented operations and horrific institutions” and leaders need new skills to form a work strategy that benefits from artificial intelligence. “The workforce needs new skills to use artificial intelligence, new talent strategies and relevant competencies.”

“It is well recognized that advanced artificial intelligence has taken the projects of CEOs, C-SUITE and paintings faster than any technology we have seen over the past two decades,” Sweet said. At the same time, large -scale reports noted that “achieving the value was scary for many”, along with some original digital companies, finding companies on a large scale. She added that customers resort to Accene. To put it in the right quorum, Acceneore has approximately 9,000 customers and reported 37 new customers with quarterly reservations of more than $ 100 million in the fourth quarter alone – I mentioned 129 such a year ago. This is a large -scale “breakage”.

Later during the call, Sweet “Gen Ai looked very simple” said early in its implementation, but the Acceenture is increasingly finding that “technology is not the biggest barrier. It is actually able to reorganize the mentality about the best way to use it, the ability to make change management, and the re -enrollment process.” For example, she said, most CEOs say their organization is very horrific, and many customers have good evidence of the concept, “but then they cannot expand its scope.”

Shortly before the release of the profits, sat Sweet with luckAlison Shuntel, and clarify how Accene struggle with this transformation like its customers. This included the emotional and strategic difficulties involved in the departure and repair of the team leaders, some of which were established over many years.

Humility and courage to re -invent yourself

Sweet Shontel told: “First of all, I think we are a good lesson in something I advise executives everything: in order to seize the opportunity with artificial intelligence, you should really be ready to re -connect your company.” She added that when you hear customers they say they do not see an artificial investment, “because they are trying to apply it to how they work today.”

Sweet added that the cooperation is “very important” but it is “not a business strategy.” She said that Accenture should be the partner chosen by all of its customers, and this is represented to the special affairs of Accessure. Along the way, they realized that this is “more difficult than it was, because our strategy and structure was not alignment.”

Sweet Shonell told it that it was clear that “we really have to change, and this change is very large, and this reflects five decades of how we work.” She added, if there is no compatibility between strategy, structure, methods of work and methods of performance measurement, she added, “We simply will not be able to go quickly enough, and do not provide what our customers need.”

The restructuring of this range represents huge challenges for employees. “For our people and our agents, it was difficult … How do you have the courage to do this? This is where you have humility, but also the idea of ​​adopting change and innovation.” Soweh said that the culture of change in Accessure enabled her to “make difficult decisions in the end, which we have done.”

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