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Sound advice from A1.
I came in 5 yrs ago through a small acquisition.
Accenture is just terrible at acquisitions - not on purpose, the firm just is. It's too big to be able to relate to a small entity. Old timers in accenture, and most senior leadership are old timers, don't understand anything other than accenture.
I am getting on OK, I kind of like the place, but it is very very much a people business. Depends on who you know, relationships you build ... and if the folks who acquired you are not strong, or clued in, or (worse) did not understand what they acquired, you're in for an interesting time.
I have also observed that people who come in often in one way or another assume that accenture is sort of a bigger version of their small company - I.e. some sort of coherent entity, and the reason it appears confusing is that they don't know enough. What you need to grasp soonest is that there is no such thing. There is no One Accenture.
Another mistake is to assume that they bought us therefore we are important to the firm.
Maybe droga5, maybe umlaut, are big enough to be important to the firm. But most acquisitions absolutely are not. They are important to the MD who is most closely associated with the acquisitions, sure. But the firm ... God no. And if your closest MD moves roles, even upwards but especially sideways or out of the firm ... be very afraid.
There is fun to be had here. But you need to find your own path.
Yep
Over the past years it seems to me that the pendulum has swung to keeping most of the acquired people totally separate from the rest of accenture.
This is for well intended reasons - someone coming from a small boutique or worse, a small technical company, will experience massive culture shock if exposed too hard and too early to all that DTE, MU, WBS, MD&I, Innovation, Industry, Global consulting stuff.
The challenge this poses is that it implicitly assumes that *some people* build the connections to the firm. Generally the assumption is that this is the acquisition leadership + the deal sponsor/deal shepherd MD. Then the follow on assumption is that those connectors will gently introduce the rest of their team to the firm.
Because what you need to understand is that an acquisition has a timeline and business case, often a 3 year period. After that period is up, and capco have signed off on the deal conclusion .... the deal is closed. Scrutiny stops. Its assumed that the team are fully integrated.
If that is not the case and there aren't those strong connections, then the team will have a real challenge. Especially if the acquired leadership decide to take their earnout payments and leave. Which happens a lot.
Get ready for a ton of processes that drag out the work. Accenture is an enormous company and it can be tough to get even simple things done quickly.
I did - feel free to dm, i have so many thoughts on this. Best advice i can give is make it work for you. Make sure to be expanding your network, getting involved outside your “ring fence” as they call it, and making yourself a known entity. You won’t get much time to settle in - also recommend getting a PL who didn’t come in via acquisition with you. You’ll want someone who really knows the company who can best advise you.
Agree with A1 on the PL…
Make sure you get the PL from outside your entity (A PL who was with Accenture for a while, and is aware of the process). You should be good until the promotion discussions remains with your acquisition entity. But once your entity is completely into Accenture, you cannot depend on your entity PL anymore.
I had this experience. I was up for the promotion but did not get promoted just because my PL is from my acquisition organization and when he got involved in the promotion cycle meeting, he agreed that he did not expect such competition, and was not prepared as per the Accenture’s competition, due to which I lost my promotion.
And make good connections! Very important in Accenture.. You don’t make connections, you don’t grow! It’s that simple…
And one more important thing that my manager keeps telling me. “VISIBILITY”. My manager keeps telling me that Accenture is not like my previous acquisition entity where people get recognized automatically with their talent. Accenture with its huge workforce cannot recognize your talent without visibility. My manager asks me to get involved in everything possible in my project, so I could get visibility like others. But overall, I liked Accenture. The work culture is amazing!! I barely see any politics involved. Amazing and helpful people here…
The time it takes to switch to Accenture processes depends on your company size, but also which process we are talking about. Some will have to be adopted from the beginning, others not. Accenture has a bit of flexibility on some of them but you will have to adopt them at some point anyway.
In terms of TC it is more or less the same. WLB it is better on paper but in reality it is also more or less the same.
And as downside I would add:
- a bit more pressure
- you will lose your company identity
- difficult to connect to Accenture people outside you current company