When Jolly Swit needed to announce the largest regulatory change in the history of Accenture because of her working power for more than 770,000 employees, she separated from contracts of corporate traditions. Instead of formulating a note at the company level, the CEO chose a different thing: a direct video message that reaches employees across 120 countries and reshapes how mega companies communicate during times of turmoil.
Sweet said in an interview with him recently with Alison Shuntel. luckEditor -in -chief, for the first episode ever Fortune 500 Titans and MISRUPERS from industry Vodcast (Subscribe here).
The Sweet’s communication strategy reflects the size of the challenge it faces as head of the accent, which is the largest consulting company in the world through revenues. Dublin -based company It was born 64.9 billion dollars in the fiscal year 2024 It serves more than 9,000 customers, provides strategic services, cloud deportation, data analyzes, artificial intelligence, cybersecurity, and more. With hundreds of thousands of employees who are spreading in more than 120 countries, Accessure helps institutions to re-invent themselves in the digital age, making them beneficial from the international companies that AI-TRARANSFORMATION.
Sweet itself represents an unconventional way to drive companies. Since he became the CEO In September 2019, she was the first woman to lead Accessure and the first executive director in the history of the company who did not start there directly outside the college. Its background as a high-energy corporate lawyer-She spent 17 years In the prestigious company Cravath, Swaine & MORE, which makes a partner within eight years – she presented an external view when she joined Acceenture as a general advisor in 2010. Under her leadership, the company’s revenues grew more than 50 % Recognized as one of luckThe most powerful people at work.
Sweet RiDad, which has been announced, is what it describes as “five decades of how we work.” This step combines business units that have already served customers who are looking for a comprehensive digital transformation, and align the organizational structure of Accessure with their strategy to be a “favorite restoration partner” of companies that move in rapid technological change.
At the heart of the Sweet strategy, the recognition that this transformation should be a deep decisive and humanitarian. The restructuring process was not an exercise to reduce costs, although Sweet admits that it inevitably reveals efficiency and repetition. Instead, this step was driven by the needs of the customer and the ACCENTURE to provide integrated solutions that combine industrial knowledge, technical expertise, data, AI and job abilities as one show.
Sweet, she reflects her broader advice to her Fortune 500 Executive presidents. “Often, when customers say, we don’t get a lot of artificial intelligence, because they are trying to apply it to how they work today.”
Sweet approach to managing change only exceeded the means of communication. She requested comments and criticisms from her leadership team, and improving her message through multiple repetitions to ensure her echo at each level. She said, “I am trying not to have the ego to communicate, because it is extremely important to really make,” noting that all its direct reports are working with speech coaches to refine their communication skills.
He also called on the transformation of what it calls a sweet balance of “art and science” – using the standards and standards resulting from the Acceneture GPS database to provide the analytical basis, with the application of sympathy and cultural understanding to ensure that the human element is not lost. In the end, the Sweet leadership has become this structuring a case study in the movement of sweeping organizational change in an era in which traditional communication methods may not be.
You can watch the first episode of FondnessIt includes sweet, below.
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