Accenture sweet Julie CEOs around the world on speed dial. Here’s a chance to hear

(Miss this week is the short lead, this interview during the Inbox leadership brief participants was delivered on the morning of Sunday, May 31, to get ;? Email a week from conversations with leading CEOs and decision makers from around the world business, click here.) as Accenture’s CEO, sweet Julie is connected as the CEOs of the world react to the present time. Accenture is one of the largest consulting and professional services companies in the world, and its customers include 91 Fortune Global 100. Sweet, 52, spends his days something like a CEO Whisperer, speaking around the world as CEOs, both downloading and sharing important insights on how companies adapt to the new reality. And much of what we hear (and tips) is amazing. First, it warns that companies planning to save in terms of permanent space from their employees working remotely has, you can make a big mistake. “Personal commitment to the long-term success remains essential”, he says sweet. “Do not fall in love with the savings in real estate.” He says despite national and Beijing’s tightening grip Hong Kong fresh anti-China political rhetoric there is a race in China and Asia to invest where the crisis hit earlier. “China must be very strong,” he said sweet. (Accenture has 15,000 employees there and most are back to work.) “We have to stop a lot of companies who invest here and try are investing more to do. We see countries like South Korea, Singapore and Taiwan to address the crisis much better. This could be a real boon for the Asian markets. “they, too, is worried about the economy and how the stimulus spending is to mask the pain scale. “That ‘s what the angle is in there, if you believe that the economic recovery to be fast enough, the stimulus money coming to an end, the first was a recovery, and we can not predict how this is going to affect then things . sweet “grew up in Orange County, California on. As a student, cakes and a speaker star was and went to Columbia Law School and was one of the first female partner in a New York corporate law department of the law firm. He worked on offers and advice boards, join Accenture as general counsel a year in 2010. Lawyers are trained to be students, he says, and each quarter sweetness sits a learning objective. Please read on to find what he teaches now. Sign up short by clicking the command here. (This interview with Accenture CEO sweet Julie was condensed for clarity and processed). They speak with many CEOs. What is the one thing that you are consistent to hear from them about the way forward? And ‘how you do gouge uncertainty. Every CEO you mean now that it’re crazy, what drives real uncertainty is that we can not control. So that’s the hardest thing for you now? Insecurity. I was talking to a CEO this morning in Europe. At the moment, people are lulled a little ‘because of the stimulus. A lot of it really smoothed things both in Europe and in the United States, because unemployment was very generous. It was like, “Look, Julie, soon this will end. And people will be laid off starting.” Rotary is now much higher, proud company law on how fast you swung. There is a risk in moving too fast too much, or it is a delayed correction? On balance, the good, because there are many companies and sectors in which their long-term survival are moved really need faster than they were. So I think that’s great. So, fewer sessions and layers of approval is an aspect of the new being normal? [CEO] say, wait a minute my organization if we were all together, they would do five preparatory meetings before coming to talk to me. Now there are more layers do nicht.’So is the organization and hierarchies remove. In a distributed workforce, it is not so easy to say that I’m going to have all these different meetings. All concerns about the current speed of a society? That’s my concern. We were not prepared to meet the pre-crisis global requalification requirement that automation will bring. In response to what is happening, go hyper-automation have because you have to. If you need to bring your supply chain, your production, at home, because you are now at risk, or to settle, do it in a way to do that is highly automated. We are what can be automated in 15-20% of that. We will see the speed ramp fast, and the concern I have is that we were not prepared in advance for the redevelopment, and we need to swing now. How are we going to make government affairs, and to address the non-profit organizations, which at the same speed? We see this not. Every CEO you mean now that it’re crazy, what drives real uncertainty is that we can not control. – Julie Suess, CEO of Accenture redevelopment is difficult. It is very difficult. And nobody talks about, nor that. We have real focused very quickly to this are global. If the advisory model change? When your team starts working for weeks in clients’ offices? if desired with the density in office goes down, they are very clear how fast customers compared to need space for their own people in a world of co-creating its movement with their external partners, where they do not have more density. Would that be a permanent change? I think it will be constantly changed. In our mental model, we believe that over a longer period, we successfully managed to do, innovation and collaboration far away with our customers, will continue, with the possibility of being together sometimes. Our business is changing because the models are changing the amount of movement. So, work at a distance and a smaller real estate footprint is the future? I say to all those who, for personal effort face to face feels an important part of success. And we should respect all careful not to spill a lot: do not fall in love with the savings in real estate. While it was an incredible accomplishment that you can innovate from a distance, it is not a long term answer. The personal involvement is critical to the long-term success. So as not to tear their leases? No, to create in fact, we went too far [cutting offices] in the 90s in some countries like the United States, and over the past five years was added to our catalog constantly have real estate footprint by innovation spaces, with our Customers. Let’s talk about the sexiest new topic in business: supply chains. Do you think we have time just to keep stocks at a low level, too far? And how do you see that changing? I do not think we were wrong in just-in-time. What we have now is we will have a lot more automation. What changes will make the company to ensure that they can get the parts and materials they need to make their products? They are basically going to have four things. You will control that force companies to bring certain things. The second thing is, you go with smaller providers have another relationship where more funds and help with security, as we have seen, by definition, if you have to move for suppliers close your factories, and they do not they are the ones in scale, have safety problems, which have funding problems. The third thing that will happen is that you will see an acceleration of what was the art technologies to address different thresholds ways to produce and modify these supply chains. 3D printing is another way, right just-in-time to do? And the fourth thing to see, I think it should be a resumption of trading alliances. Mexico was producing a very important place. businesses-we have all been there for years, but they were with China. Now the conversation: “We have to go to Mexico. It does not move from China.” What is the Network CEO to tell the future of globalization and world trade? It is a setback for globalization? The pandemic only emphasizes the essential link in our economies that no one really believes he’s done. Sign up short by clicking the command here. Where did China fall into? China is very durable. We have to stop a lot of companies here, investments and try to make more investments. We see countries like South Korea, Singapore, Taiwan address the crisis much better. This could swing a real boon for the Asian markets and people to grow, to be and to make more investments. To take advantage of the customer base. So many CEO-we are with discussions on what could be some changes in the core competitiveness, and how we can ensure that Europe remains a vital, right market? That the United States remains at the forefront of innovation. They speak Mandarin. You have done many businesses in China: What do you hear from your sources there on the floor? We have 15,000 people. Our operations are almost completely back to normal. That said, it was a big shock to the system and the Chinese production is still heavily dependent on demand outside China. E ‘was certainly strong, and we see the demand for this market access. How do you handle this stressful environment, anxious? Rest is absolutely crucial. At the end of the day, we can not control a lot, so I’m very direct: “That’s where I need to do this, because it is under our control.” And then I say to other things like: “You be quiet if you get the bad news,” Working that you can not control, because it does not help to add more stress. in the only woman in meeting discouraged? You’re in the room a lot, where you are the only woman in a meeting? And ‘much it depends on the country. It ‘s just very different in Japan than in the US than in many countries in Europe. Correct? Thus, in the United States they are often not the only woman. The only time I get discouraged when no one really talks about it. How are you on gender balance at Accenture? We set a goal for 50-50 (total workforce) by 2025, and we are on the right track. We set a target for 25% of our managers to be women by 2025, the industry leader, and we are on the right track. And remember, we’re technology. This is not a walk in the park. China is very durable. We have to stop a lot of companies here, investments and try to make more investments. – Julie Suess, CEO of Accenture it were a speaker sample as a student. Like to argue for or against a judgment? I have so over affirmative negative. It ‘been more fun. If you do not, you have to respond to your feet, for the confirmation sets the event and I enjoyed the challenge of having to quickly digest and react. And it’s probably a bit ‘of my DNA, and why I became a lawyer, and why in the world I change so much because I like the challenge grows. Speaking of learning, I understand that you assign yourself a learning objective in each quarter. What are you focused on so far and what is your current goal? My first quarter was all about digital production. The second quarter was 5G, which is a very important technology, that only gets more important. And right now, I’m going deeper on a cloud, because the crisis has thus speed up the path to the cloud. I learn about hybrid cloud. What was your life like growing up and what lessons from your parents you are today, citing how to lead a large organization? I am very modestly grew up. My father does not end high school. My mother graduated from my first year of school. My dad painted cars for a living. But they had an amazing optimism and belief that if you worked hard, you could do anything. And I think the feeling of optimism, with a work ethic, a really big part of my life has been. I once coined the “fearless, but be prepared.” sentence They not only take risks for risk-taking. I would say that, although as a leading one of the most important lessons was what my father gave me when I school to college you go left. I grew up in a very different environment and my father said: “Do not be afraid to go back and go experience these things to go. That’s what I want from you. But never forget where you came from” And the way I now translate as business leaders we go all in these new places. We have to digitize. It ‘hard to impact our employees, our communities. But we must do it. But the equivalent of “Do not forget where you come from” is “our people can not forget.” SWEET favorite business book: Colin Powell is that it works for me: In life and leadership. It is one of my favorite books of driving. Author: Martin Gilbert. APP: Waze. There are indications terrible.
Picture copyright by Kwaku Alston