Podcasts about at accenture

Today, we are joined by Bob Gerard.Bob Gerard is a seasoned learning industry professional with over 30 years of experience. At Accenture, he leads the Learning Ingenuity team within the Human Resources organization, focusing on research and development to enhance employee learning. Additionally, he co-hosts The Learning Geeks podcast, which reaches a global audience of learning professionals.In this episode, we explore the science of effective corporate learning and how organizations can measure its true impact on business performance. Bob shares insights from Accenture's billion-dollar annual investment in learning and reveals the research-backed principles that make learning stick.Key topics include:• The SCAI framework for measuring learning impact: Satisfaction, Knowledge, Application, and Impact• Eight durable learning principles that create lasting behavioral change• How immersion neuroscience technology validates effective learning design• The future of personalized, AI-powered learning experiencesLearn from Bob Gerard how to create learning experiences that go beyond attendance metrics to deliver measurable business outcomes, while balancing scientific rigor with practical application in today's rapidly changing workplace.Bob Gerard's LinkedIn: https://www.linkedin.com/in/bob-gerardLearning Geeks Podcast: https://learninggeekspod.comBob's Star Wars Podcast: https://podcasts.apple.com/us/podcast/short-for-a-stormtrooper-a-15-minute-star/id1744259146- Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99Chapters: (00:00) Introduction(01:05) From Computer Science to Learning Expert (04:35) Learning Culture at Accenture (08:50) Tool: The SCAI Measurement Framework (18:55) Tool: Immersion Neuroscience in Learning (25:05) Tool: Eight Durable Learning Principles (34:35) Technique: Learning in the Flow of Work (39:45) Tip: Gaps in Corporate Learning Today (41:25) Tool: AI-Powered Learning Assistants (46:25) Conclusion

Kelly Monahan, Ph.D., is Managing Director of Upwork's Research Institute, with research published in applied and academic journals. Kelly is the author of “How Behavioral Economics Influences Management Decision-making: A New Paradigm.” She shares insights from studies of strategic leadership and organizational behavior. Kelly urges executives and managers to rethink their approach to work and leading a distributed, blended, and AI-augmented workforce. She emphasizes accessing versus acquiring skilled talent enabling businesses to be agile and compete.     TAKEAWAYS   [02:21] Kelly misses a human element in her business degree so gets into strategic leadership.   [03:10] Kelly aligns with Edward Deming's thinking that systems are the issue, not the people.   [03:57] Leadership feels broken. As part of her Ph.D., Kelly researches how people learn.   [04:55] Kelly discovers business philosophy is founded on the assumption that people are lazy.   [05:50] Kelly focuses on how leaders can appeal to people's intrinsic motivations.   [06:31] Early in her career, Kelly works as a media planner during the financial crisis.   [08:55] In 2015, CEOs 3 big worries: more distributed work, blended workforces, AI taking jobs.   [12:05] Leaders struggle to manage distributed and cross-functional teams.   [12:35] Leading through influence, not hierarchy, requires the new power skill, empathy.   [13:13] Most leadership theories derive from the military and don't translate well for business.   [14:37] Kelly finds more emphasis on empathy in the military than business leadership.   [00:15:19] At Accenture, the pandemic lockdown stops Kelly from announcing a new people-first approach.   [00:17:27] During the crisis, Kelly stress-tests the framework and sees employees' needs evolve.   [00:19:40] Kelly joins Meta, excited about the possibilities of VR/AR in shaping the future of work.   [00:20:28] Tech companies have location-centric cultures so what is distributed work going to look like? [21:20] Hands-on, Kelly tries to understand how leadership norms and careers will evolve.   [22:00] Relying on local talent will not be sufficient as engineer must be hired further afield.   [22:50] How Ready Player One expresses some of Kelly's technology-related fears.   [23:28] Meta focuses on bringing social presence and connections into digital environments.   [24:53] Kelly is bullish about personal connections and realistic human presence in virtual space.   [26:05] Virtual environments could democratize access to learning, but there are trade-offs.   [26:45] Kelly goes to Upwork seeing the urgent need for companies to access skilled external talent.   [28:58] Over 2-3 years, Kelly predicts companies have a more blended talent mix to be more agile.   [31:16] Freelancers tend to stay competitively upskilled compared to full-time employees.   [32:14] GenAI is disrupting tasks, causing leaders to rethink how work is done and by whom.   [35:05] HR strategies do not align with Gen Zers' desire for diversified work to have financial stability.   [37:05] Kelly advocates more dynamic “talent access” rather than “talent acquisition.”   [39:00] Using an abundant mindset rather than a scarcity ‘war for talent'-type mindset.   [41:00] Kelly highlights NASA which successfully uses external talent to solve big problems.   [42:56] Kelly believes connecting business performance with new ways of working is key for businesses survival.   [45:15] IMMEDIATE ACTION TIP:  Rather than thinking of a job when analyzing work, consider ‘what's the problem I'm trying to solve for?' Then what are the skills you need to achieve the project and how can AI and skilled freelancers be incorporated as part of the solution?      RESOURCES Kelly Monahan on LinkedIn Upwork Upwork's Research Institute Care to do better Research     QUOTES (edited)   “The true power skill today of how people lead—it's not through formal structure, it is through their ability to empathize and move people to move in a direction they otherwise wouldn't.”   “Whether it's transformational leadership or servant leadership or authentic leadership, all these different theories, they really didn't translate well into the business world because so much of it was actually still from a transactional, top down driven approach.”   “Today's need, urgent need, is to help leaders begin to realize that there's really skilled outside talented, that they need to learn how to capture and create the processes and leadership styles and environment to actually bring in this talent in order to continue to navigate the turbulent times we were in.”   “I think the next wave of innovation is going to come from a much more disciplined approach of how companies are organizing their talent, in particular, and beginning to really right size the mix that they need. Skills change too quickly to continue to keep really large, full-time core up to date. It's nearly an impossible task.”   “Freelancers tend to be at the bleeding edge of their skilling. When your livelihood depends on it, you make the time to upskill and learn. We're seeing that with generative AI as being the most recent use case—freelancers are much more ahead of this technology curve.”   “How much is this [Generative AI] actually disrupting work at the task level itself, which is going to cause leaders to rethink ‘How do I actually really need to get this work done? Is it a full time employee or is it a combination of a freelancer and AI working together to get this work delivered?'”   “Leadership and talent in HR strategies have not kept pace with the way that the social contract has changed. When you ask the majority of Gen Z'ers today in particular, ‘Where do you find the more stability? Is it that one to one relationship or is it the one to many?' The majority of Gen Z are telling us it's the one to many is where they actually feel more stable and they feel more in control of their career.”   “The majority of executives have been taught 'I'm in a war for talent'. When you have that mindset, it's very much a scarcity mindset. Because we're dealing with people and human beings, I encourage much more of a collaborative ecosystem, an abundant mindset as opposed to a scarcity mindset.”

In today's episode, Ashanti Bentil-Dhue welcomes Tina Gilbert, the Managing Director of Advisory Services at Management Leadership for Tomorrow (MLT). MLT is a distinguished organisation in the U.S. that strives to elevate African Americans, Hispanic Latinx, and Native Americans into roles that foster their growth and leadership. Tina's pivotal role is ensuring the recipient organisations have the right policies, practices, and culture in place to help these individuals thrive. In this episode, she shares valuable insights into how companies can create cultures of equity even during a recession, and the importance of strategic planning, understanding DEI practices, negotiation, communication, and influence in this process. Tune in to hear Tina discuss the importance of empathising with lived experiences and empowering others, creating a potent narrative around what makes a truly inclusive and equitable environment. “ Especially in my role as a managing director, where I have people underneath me who are spending the day with the employers working with them, it is how are you empowering those beneath you, across from you and with you. So you are not doing this alone. This can be a very lonely job, and especially in this time of economic transition, where you might be the only one who has the formal title of D&I. And so what are you doing both formally and informally, to bring others along on this journey with you. So you are not alone, I spent a lot of time talking about the level of engagement that you need to be able to bring and have with individuals, so that you are growing kind of your force, the people that are working with you, for you and beside you. And so in these times where it might get harder and harder to get the people formally on your team, what are you doing to empower those through volunteerism, through champion through sponsorships, so you're not in this alone. ” Episode Highlights:  ● Dig into the lived experiences of the populations you work with ● The business case for diversity, equity and inclusion ● Developing skills and competencies in the field About Tina Gilbert:   Tina Gilbert (she / her)  is the Managing Director of Advisory Services responsible for delivery of client services and development of Diversity, Equity, Inclusion leading practices and insights.  Tina brings 10 years of DEI Leadership (4 years global), 15 years of Strategic Consulting, and 25 years of corporate experiences across six industries to this role. Throughout her career, she has led efforts to transform organizations' operating models, business processes, and employee culture to create measurable impact. As an I&D Leader over the last ten years, she has partnered with Business and HR leaders in designing strategies and metrics that align with talent strategies and desired business outcomes. Prior to joining MLT, Tina was the Inclusion and Diversity Leader for Teva Pharmaceuticals and Accolade (Healthcare Navigation and Data). As the first I&D leader at both organizations, she guided each organizations' evolution from diversity compliance management to recognizing its value as a business imperative. Her work at Teva was recognized in 2017 by Diversity Inc. Magazine as one of their Noteworthy Companies. More recently she was named as one of Hive Learning's Most Influential D&I Leaders and by FindSpark as one of the 30 Must-Follow Diversity & Inclusion Thought Leaders Transforming the Workplace. Before working as a full-time Diversity Practitioner, Tina was a Partner/Managing Director with Accenture's Strategy Practice leading large transformation projects, business strategic planning programs, and operations/organizational design.  At Accenture, she sponsored a variety of DEI programming, recruiting and training initiatives. She holds a BS from Spelman College, an Industrial Engineering degree from the Georgia Institute of Technology, and an MBA from The Wharton School, University of Pennsylvania.  She is based out of the Philadelphia, PA area.   If you would like to apply to be a guest on the show email: operations@goodsoilleaders.com   If you would like to schedule a capability briefing call with our team, email: operations@goodsoilleaders.com    If you would like to apply for DEI PRO Coaching, email: operations@goodsoilleaders.com  Stay Connected with Ashanti:  LinkedIn: Ashanti Bentil-Dhue   

This is another episode from the #TGV Corporate Diva Series.Unveiling the Essence: Decoding the Meaning of Leadership | Deepthi Bonta | #TGV345"Leadership is not about being in charge. It is about taking care of those in your charge." - Simon SinekTune into #TGV345 to get clarity on the topic: Unveiling the Essence: Decoding the Meaning of Leadership. Here are the timestamp-based pointers from Deepthi's conversation with Naveen Samala on The Guiding Voice0:00:00 INTRODUCTION AND CONTEXT SETTING 0:03:00 Deepthi's PROFESSIONAL JOURNEY AND THE TOP 3 THINGS THAT HELPED IN His/Her SUCCESS0:05:00 What is leadership in Deepthi's opinion0:07:00 Who are her Role models - people that inspired through their leadership0:09:00 How does she learn from the younger generation?0:11:00 What are the Leadership traits of a successful leader0:13:00 Her Advise to the future leaders0:15:00 WITTY ANSWERS TO THE RAPID-FIRE QUESTIONS0:17:00 ONE PIECE OF ADVICE TO THOSE ASPIRING TO MAKE BIG IN THEIR CAREERS 0:18:00 TRIVIA ABOUT Leadership Styles ABOUT THE GUEST:18+ years of IT experience and possess a good amount of functional background and extensive experience in managing client base across the globe in Compliance & Project Management roles. A Technology Risk Advisory & Process based experience professional working across a number of industry verticals (Banking, technology, healthcare, others). Deepthi specializes in IT internal audits, IT Process Reviews, SOC1/2 Reviews, Third Party Risk assessments (TPRM).At Accenture, she had the opportunity to work on Application Compliance catering to apps supporting SAP & Non SAP. Conducted Internal assessments on some of the client's critical apps, issue remediation, and closure.Connect with her:https://www.linkedin.com/in/deepthi-bonta-13771744/CONNECT WITH THE HOST ON LINKEDIN:https://www.linkedin.com/in/naveensamalaIf you'd like to contribute to our mission, please donate (any amount of your choice) through Paypalhttps://paypal.me/NaveenSamlaIf you wish to become a productivity monk: enroll for this course: https://www.udemy.com/course/productivitymonk/TGV Inspiring Lives Volume 1 is available on Amazon:Kindle:https://amzn.eu/d/cKTKtyCPaperback:https://amzn.eu/d/4Y1HAXj#TGV is available in Hindi & Telugu:https://youtube.com/@tgvhindi https://youtube.com/@tgvtelugu Audio:https://open.spotify.com/show/2wyLNGG0tsHucmhRauh4o3 https://open.spotify.com/show/3fCfHwoFIiehHJSPcgoX4I Hosted on Acast. See acast.com/privacy for more information.

In this episode of The Remarkable Project Jay speaks with operations software and outsourcing company PartnerHero's founder and CEO, Shervin Talieh, about why businesses should be thinking of themselves as a conduit to serve employees along their journey, how trust can transcend physical and cultural borders, and the benefits of approaching sales as a process of mutual discovery.Shervin Talieh is the founder and CEO of PartnerHero, an operations software and outsourcing company focused on new economy businesses. After seeing how outsourcing was essentially “a race to the bottom” during his time at technology startups and large consultancies, Shervin set out to build something different and focus on the humans at the centre of operations and outsourcing. His approach of “culture leads, success follows” allows PartnerHero to hire exceptional talent from around the world, and attract companies who are looking for more than inexpensive labour.Prior to PartnerHero, Shervin was the co-founder of Drumbi, a technology startup focused on orchestrating voice and data for new and innovative customer experience applications, and before that was a Partner at Accenture's Los Angeles office. At Accenture, his responsibilities included developing and implementing the regional go-to-market plans for the Strategy Consulting, Technology, and Outsourcing service lines, and he also acted as a personal advisor to a select number of CXOs.Shervin is married with four children and two dogs. He volunteers at Life's Kitchen, where he gets to work with young people who are eager to learn skills that will help them with life. REMARKABLE TAKEAWAYS Why businesses should be thinking of themselves as a conduit to serve employees along their journey, not the other way around.How trust can transcend physical and cultural borders, and what that means for how humans interact, both physically and digitally.The benefits of approaching sales as a process of mutual discovery, when it comes to successfully matching both capabilities and core values.CONNECT WITH SHERVINFind him on LinkedInLearn more about PartnerHero via their website

In this episode, Gayatri is in conversation with Jaya Vaidhyanathan, CEO BCT DIgital . She shared her story, experiences and thoughts related to:How she started her career as an investment banker in wall street and moved to Accenture and HCL to head their large deal space in the financial sectorWith her technology background and her financial acumen, she found her footing in several leadership roles in HCL, Accenture and Standard CharteredAfter holding several executive posts, Jaya looked for opportunities where she can contribute back to the countryHer organization BCT Digital builds products using the latest digital technologies including the predicting analytics and AI Space.She shares her early exposure by her mother to talk on different podiums that made her find it easier to articulate on any topicAs an entrepreneur, she views her role as dream convertor. When employees join the startup, they are putting their livelihoods at stake and Jaya often feels that any questions that the team is asking needs to be answeredJaya uses the term - more you chip the stone, sculpture emerges and that's a team effortCreating a compelling journey and excited about the vision of where you want to take the org is the formula she finds it her mantraShe shares some stories on how you can create support system and help them be part of your journeyHaving dogged focus despite having struggles is something she learnt, particularly moving from executive leadership to an entrepreneur Hard work is not the same as perseverance. Everyone works hard, Perseverance is when you keep at it when things are not moving the way you want itFocus is about building expertise and able to stay the courseBeing an intern has helped her understand the next AI technology or the Web3.0 with a new lens.Perseverance, Discipline and Focus along with Tossing aside your Ego is her mantra Smiles come when roadblocks are removed and big goals are achieved. She attributes her mom for being a constant inspiration to where she is. Jaya is currently the CEO of BCT Digital. BCT Digital is a global technology company specializing in digital transformation, predictive analytics, and AI space for the Banking and Financial Services Industry. With over two decades of experience in large organizations like HCL, Accenture, and Standard Chartered Bank globally, she has been instrumental in building businesses from the ground up and transforming them into multi-billion-dollar businesses and building team of 60000 + employees. At Accenture, as its Managing Partner for its Financial Services business, she was part of the seeding team to build Accenture India. Jaya has served on the boards of Mahindra Sanyo Steel and Altran. Currently, she serves on the board of UTI Asset Management Company and IndiGrid and NGO boards such as Mastermind Foundation and Kaarwan Foundation. Jaya holds an MBA in Finance & Strategy from Cornell University, the USA, and a BE in Computer Science & Engineering from Madras University, India. She is also a CFA Charter Holder.Jaya can be reached at https://www.linkedin.com/in/jaya-vaidhyanathan-26039510/

On this episode of the Treasury Career Corner podcast, I’m joined by Mark Fortkamp, the Treasurer at Performance Health. After a stint in banking following college graduation, Mark began his treasury career in 2006 with Accenture (Chicago). At Accenture, he learned the fundamentals of international cash management for a multinational professional services company. Over several years with the firm, Mark worked in different treasury groups, broadening his experience to foreign exchange management and increasing his responsibility on the team. He was ultimately promoted to Manager and led a team of Treasury Analysts managing liquidity in 15 countries in North and South America and Asia-Pacific. In 2013, Mark left Accenture for the Treasury department at Citadel, a hedge fund headquartered in Chicago. His work on the Cash and Collateral Management team within the technology-focused organization gave Mark new insight into treasury operations in the financial services industry. Mark joined Univar, a global chemical distributor, as Treasury Manager in 2014. His role at Univar marked a return to the corporate treasury arena, focusing on oversight of foreign exchange and intercompany transactions. In late 2015, Mark was offered the opportunity to join the team at Patterson Medical, a global manufacturer/distributor of rehabilitation and sports medicine products. The company had recently been spun off and acquired by a leading Chicago private equity firm, and Mark was tasked with developing treasury and other internal finance functions previously managed by the former parent company. In 2016, the company acquired another leading health and wellness manufacturer and united the two companies under the Performance Health name. In addition to his responsibilities as Treasurer, Mark oversees Performance Health’s Accounts Payable and Accounts Receivable departments, managing teams based in Illinois and Ohio.  On the podcast we discussed… How Mark got started in finance and discovered the world of treasury How Mark became the manager of Treasury operations Mark talks about his experience as a manager of a Treasury team What it was like moving from financial services to corporate treasury How to start a new treasury department for a start-up Why Mark loves his role in Treasury and why it’s such an interesting space in finance How treasury has changed over the last 20 years Mistakes to avoid in your Treasury career Mark shares tips and advice for junior Treasurers You can get in touch with Mark by connecting with him on LinkedIn (https://www.linkedin.com/in/mark-fortkamp-ctp-412a3250/). Are your treasury wages in line with our Global Treasury Salary Survey? Find out here (https://treasuryrecruitment.com/salarysurvey/). Are you interested in pursuing a career within Treasury? Whether you’ve recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. send us your CV (https://treasuryrecruitment.com/jobs/) and let us help you in your next career move! If you’re enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts click here (https://treasuryrecruitment.com/wp-content/uploads/2020/04/itunes.png)! 

At Accenture, we’re seeing first-hand how innovative thinking & technology is revolutionising the world around us. In this podcast series, our apprentices & graduates explore topics ranging from unbiased AI to how technology can help companies' forge human relationships with customers; you’ll hear unique insights, build your knowledge and learn if Accenture is right for you. 

Dave Anderson is Managing General Partner of Supply Chain Ventures, LLC, a venture capital company specializing in marketing, sales and supply chain software investing. He is a retired managing partner of supply chain consulting at Accenture, a $40 billion global technology consulting company. He serves on the Board of Directors of Placester, of Boston, Massachusetts, NextShift Robotics of Lowell, Massachusetts and NBD Nanotechnology, of Boston, Massachusetts. He is also the Chairman of the Board of Trustees of the University of New England and a member of the Boston College Technology Council. At Accenture, he was instrumental in building the company’s $2 billion supply chain management practice in North America, Asia and Europe. Over the past thirty years, he has helped numerous global corporations transform their supply chains into world-class organizations. He was also global lead for all Accenture alliances with supply chain software companies, including i2, Manugistics, Ariba and CommerceOne. Before joining Accenture, he was vice president in charge of logistics consulting at Temple, Barker & Sloane, Inc. (now Mercer Management Consulting) and a vice president of Data Resources, Inc. (now part of IHS/Global Insights, Inc.), where he founded the Firm’s transportation and logistics consulting practice. He was a founding partner of Operations Technology, Inc. (now part of Supply Chain Consulting), a web-enabled, intelligent messaging software company. He has also taught classes in undergraduate and graduate level business courses at Northwestern, MIT, Boston University and Northeastern University. Dr. Anderson is a Fellow of the Chartered Institute of Logistics and Transport in the United Kingdom and a Member of the Council of Supply Chain Management Professionals in the United States. He is a member of the Phi Kappa Phi honor society. He is a frequent public speaker and has published numerous articles on supply chain strategy and business management in leading journals and websites, including the Supply Chain Management Review, Supply Chain Practice Journal, The Journal of Finance and Achieving Supply Chain Excellence through Technology. His past associations include the Board of Directors of Descartes Systems Group, of Waterloo, Ontario, Steelwedge Software , of Pleasanton, California, Board of Directors and Interim CEO of Optiant (acquired by Logility), the Board of Directors of Industri-Matematik-International (acquired by Symphony Technology, then China dotcom), the Board of Directors of Vtrenz (acquired by SilverPop), the Board of Directors of LeanLogistics of Holland, Michigan (acquired by Brambles USA), Avenue Right, of Fargo, North Dakota, Waer Systems, of Brighton, UK, the Board of Directors of New Vine Logistics (acquired by IBG Fulfillment Services) in Napa, California, ActualMeds, of Hartford, Connecticut, Aiko Biotechnology of Portland, Maine and Board Chairman of Control Group, a New York City-based digital media technology consulting and outsourcing company (acquired by Intersection/Google). Dr. Anderson has a BA, Economics from the University of Connecticut, Storrs, Connecticut and a PhD. In Econometrics and Finance from Boston College, Chestnut Hill, Massachusetts.

At Accenture, one of the world’s largest business consulting firms, there 45000 people who have volunteered to take a 50% pay cut so they can volunteer in a developing country. It all started with Gib Bulloch this week’s guest. It all started when Gib read an article in the Financial Times that inspired him to volunteer, as a business consultant, in a developing country. Until then, he had always thought of international development as being outside the purview of someone with an MBA. He had always thought of it as work that was done by doctors and nurses. When Gib returned from his volunteer experience, he had bitten by purpose. He now needed to convince one of the largest consulting companies in the world that they should allow their employees to volunteer for six-twelve months at a time.How was he going to sell the idea?Most people walk into their bosses office to ask for raise. Gib went into his bosses office and asked him for a salary cut. He wanted to convince his boss that Accenture should take on non-commercial clients in underdeveloped markets. Gib decided to write a fake press release, two years into the future. The release read, “Accenture launches a new business.”Gib created a business model that allowed consultants from one of the largest consulting firms in the world to work with non-profit organizations. He created a talent magnet for Accenture. The organization found that its most talented employees were the most eager to take a salary cut, they had found a way to bake purpose into their business model.Today, Gib sees the intractable problems of the developing world as business opportunities in disguise. His experience creating what he calls a “Not for Loss” business model has convinced him that doing good is not dichotomous from doing well. Gib has recently published a book,“The Intrapreneur: Confessions of a Corporate Insurgent”, that details his journey. In this episode, we hear part of his story and many of his insights after a career of disruptive conversations.His experience volunteering gave him a sense of purposeInvestment from employees.Investment from the employer.Investment form the NGO.In life following that voice that is pointing you in the opposite direction of the heard is scaring and can be off-putting, but following that voice can take you to in the right direction.Life is defined by the ordinary.How would the UN build a Tesla? Look for solutions rather than pilots and projects. Purpose and social outcomes are the names of the game. Purpose-driven employees will understand the need.One of the ways to ensure that your best talent stays is by bringing purpose to the forefront. Often it is the best innovators and most talented that leave as they seek more purpose-driven opportunities. When you get something that is purposeful it is a lightening rode for talent.[spreaker type=player resource="episode_id=15352248" width="100%" height="350px" theme="light" playlist="show" playlist-continuous="true" autoplay="false" live-autoplay="false" chapters-image="true" hide-logo="false" hide-likes="false" hide-comments="false" hide-sharing="false" ]

At Accenture, one of the world’s largest business consulting firms, there 45000 people who have volunteered to take a 50% pay cut so they can volunteer in a developing country. It all started with Gib Bulloch this week’s guest. It all started when Gib read an article in the Financial Times that inspired him to volunteer, as a business consultant, in a developing country. Until then, he had always thought of international development as being outside the purview of someone with an MBA. He had always thought of it as work that was done by doctors and nurses. When Gib returned from his volunteer experience, he had bitten by purpose. He now needed to convince one of the largest consulting companies in the world that they should allow their employees to volunteer for six-twelve months at a time.How was he going to sell the idea?Most people walk into their bosses office to ask for raise. Gib went into his bosses office and asked him for a salary cut. He wanted to convince his boss that Accenture should take on non-commercial clients in underdeveloped markets. Gib decided to write a fake press release, two years into the future. The release read, “Accenture launches a new business.”Gib created a business model that allowed consultants from one of the largest consulting firms in the world to work with non-profit organizations. He created a talent magnet for Accenture. The organization found that its most talented employees were the most eager to take a salary cut, they had found a way to bake purpose into their business model.Today, Gib sees the intractable problems of the developing world as business opportunities in disguise. His experience creating what he calls a “Not for Loss” business model has convinced him that doing good is not dichotomous from doing well. Gib has recently published a book,“The Intrapreneur: Confessions of a Corporate Insurgent”, that details his journey. In this episode, we hear part of his story and many of his insights after a career of disruptive conversations.His experience volunteering gave him a sense of purposeInvestment from employees.Investment from the employer.Investment form the NGO.In life following that voice that is pointing you in the opposite direction of the heard is scaring and can be off-putting, but following that voice can take you to in the right direction.Life is defined by the ordinary.How would the UN build a Tesla? Look for solutions rather than pilots and projects. Purpose and social outcomes are the names of the game. Purpose-driven employees will understand the need.One of the ways to ensure that your best talent stays is by bringing purpose to the forefront. Often it is the best innovators and most talented that leave as they seek more purpose-driven opportunities. When you get something that is purposeful it is a lightening rode for talent.[spreaker type=player resource="episode_id=15352248" width="100%" height="350px" theme="light" playlist="show" playlist-continuous="true" autoplay="false" live-autoplay="false" chapters-image="true" hide-logo="false" hide-likes="false" hide-comments="false" hide-sharing="false" ]

Want to learn how to drive business ROI for your company with data science, machine learning, and artificial intelligence? Watch our AI For Growth series: https://www.topbots.com/ai-for-growth/ TOPBOTS executives Mariya Yao and Marlene Jia interview top technology leaders from global companies to learn how they’ve successfully applied modern automation techniques to improve sales, marketing, product, and customer experience. Learn winning strategies from executives who have adopted AI for their enterprises and bring them back to your company. Today we speak with Rumman Chowdhury, Global Lead for Responsible AI at Accenture. As a data scientist and social scientist, Rumman’s passion lies at the intersection of artificial intelligence and humanity. At Accenture, she drives the creation of responsible and ethical AI products for company clients. She has been honored as one of the BBC’s 100 Women, Silicon Valley’s 40 under 40, a TedX speaker, and is a fellow at the Royal Society for the Arts. Rumman will share how business leaders should define and enforce ethical behavior and ensure safety and transparency in AI and automated systems. Read the transcript and summary of this interview on TOPBOTS: https://www.topbots.com/building-ethical-responsible-ai-technologies-interview-rumman-chowdhury-accenture/

At Accenture, the ability to efficiently and effectively execute sales activities to support our growth aspirations is a crucial objective. Accenture delivers a “one-stop shop” solution for all sales needs with Manage mySales - a single platform that can be used anywhere, anytime.

At Accenture, the ability to efficiently and effectively execute sales activities to support our growth aspirations is a crucial objective. Accenture delivers a “one-stop shop” solution for all sales needs with Manage mySales - a single platform that can be used anywhere, anytime.

Joanna Olsen is the Founder and Managing Partner of Olsen Global Consulting, LLC (OGC).  Ms. Olsen has more than 25 years of client experience in Europe, Asia and the Americas  providing Customer Relationship Management (CRM) expertise for clients in sales & service optimization and customer relationship management transformation developing comprehensive innovative solutions that improve profits. Prior to founding OGC in 2009,  Ms. Olsen was a partner at Accenture in the CRM Global Practice where she provided a broad range of consulting services to clients with major focus on sales and service performance improvement.  Over her 10 year tenure she worked with on numerous client engagements centered on strategic process improvement planning and customer relationship management design for complex environments. Her work spanned across enterprise and mass market customer segments. Clients included AT&T, Brasil Telecom, Microsoft, Telus, Boeing, Nokia, SAP, Sprint, Verizon, Huawei.  In addition to her accomplished professional career, she has been active in supporting the development of women.  At Accenture she was the Executive Sponsor of the Northern California International Women's Day programs which included distinguished keynote speakers (Kamala Harris) and interactive workshops for employees and clients.  Ms. Olsen also is a former board member for Women's Initiative for Self Employment-a SF based organization that provides training and support for low income women entrepreneurs.  She is also a member of Nafe the largest global network for women Ms. Olsen earned her BA in Psychology from Douglass College, her MBA from Rutgers University, and her Advanced Executive MBA from Drucker Graduate School of Management.