Accenture Essay

1927 words - 8 pages

CASO: La Transformación Estratégica de TI de Accenture

1. INTRODUCCIÓN
Accenture es una compañía global de consultoría, servicios de tecnología y empresa de outsourcing, con más de 261.000 personas trabajando en más de 120 países. Combinando una gran experiencia y capacidades necesarias para su participación activa en todas las industrias y en diversas funciones de negocios, ha realizado extensas investigaciones en las empresas más exitosas del mundo. Accenture colabora con los clientes para ayudarles a convertirse en empresas de alto desempeño. La compañía generó ganancias de US$27.9 mil millones de dólares al finalizar el ejercicio al 31 de agosto 2012.

En 2001 Accenture tomó la ...view middle of the document...

Además, la empresa mantendría su concepción tradicional de las TI como centro de costo o debe migrar a un centro de prestación de servicios que generan un valor medible para la organización? Estas preguntas y muchas otras condujeron equipo CIO de Accenture para llevar a cabo una de las más notables transformaciones de TI en una organización mundial en los últimos años.

2. PRINCIPALES DECISIONES
Accenture es un brillante ejemplo de una transformación exitosa de TI, éxito que se debió a la cultura de la organización y los riesgos que asumió la nueva dirección en forma calculada para su separación y la definición de una nueva organización. Fueron muchas las decisiones difíciles que tuvieron que tomarse sobre la nueva estrategia de TI:

* Sólo podía contar con la infraestructura de Andersen para un año más. Accenture debía encontrar la mejor solución para continuar, esto significó definir un consejo de consultoría para la gestión de su infraestructura de TI como un negocio dentro de una empresa. Esta decisión no sólo permitió reducir costos sino que también logró unificar las diferentes área de la empresa.

* La elección de Microsoft como socio de Accenture permitió reducir los gastos generales, le dio flexibilidad, escalabilidad para su crecimiento. Muchas de las aplicaciones utilizadas por Accenture ya eran parte de la familia Microsoft, y se buscaría la migración para las que no eran. Un ejemplo fue el correo electrónico, Accenture fue capaz de utilizar Microsoft Office y ofrecer diferentes capacidades de almacenamiento para diferentes sucursales de la empresa con una escala adecuada de precios en los diferentes países.

* No sólo se redujeron los costos de la estructura física de TI, la mano de obra en el departamento de TI también se ajustó. Accenture entrenaba gradualmente su personal para resolver los diferentes problemas de los clientes y la transición al nuevo sistema, esto redujo los costos y permitió incrementar la satisfacción hacia el departamento de TI.

* El enfoque de un solo proveedor y el apoyo de outsourcing para los procesos no crítico de TI fue una táctica ambiciosa, con un gran potencial y también alto riesgo. La estrategia era bastante amplia y su aplicación fue gradual, aunque no se consiguió implementar plenamente en un año como se esperaba, esto pudo ser efectivo en 2010, sólo el 14% del personal de TI de Accenture trabajaba directamente para la empresa.

3. PREGUNTAS:

1. ¿Cuáles son los recursos, capacidades y factores críticos de éxito en la transformación de Accenture?

Accenture cuenta con una amplia experiencia en programas de transformación de TI que ayudan a muchas organizaciones a mejorar el desempeño de su función de TI a través de cambios a gran escala en la cultura, procesos y tecnología.

Ha definido una estrategia de TI de clase mundial con capacidades de consultoría para ayudar a las organizaciones a capitalizar en las perspectivas de crecimiento emergente, altos...

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