β Scribed by Carla Paonessa
No coin nor oath required. For personal study only.
What are the corporate leadership imperatives for the second decade of the 21st century? Drs. Allen and Roberts are insightful to pose the question. And I respond willingly through the lens of being a partner at Accenture for the better part of 25 years.
Corporations must clarify their values and embody them. Corporations must have a global mind-set, even if business is primarily local. And corporations must keep leadership "fresh" and adaptable as business climates change at ever accelerating speed.
It fascinates me how leadership works at Accenture. How can a leader get hundreds, even thousands, of people to follow him/her when they aren't colocated in the same office or even the same country? What makes that possible? Leadership learning, including skill training, education, and development are certainly part of the experience, as Drs. Allen and Roberts point out. But there are other factors at play, which allow leaders to be effective in that global management consulting, technology services, and outsourcing company called Accenture. What is Accenture's secret, a company with $21.5b revenue, trading at twice its stock price versus when it opened on the New York Stock Exchange in 2010, now with 211,000 employees, in 200 cities, 53 countries, serving 1000s of clients: 94 of them Fortune Global 100 companies and three-fourths Global 500 Companies?
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