- Oct 21, 2011
- Aug 16, 2010
- 13 Page(s)
- White Paper
Sponsored by: ComputerWeekly.com
When Bill Green spelled out his vision for Accenture in a rare interview shortly after taking over as chief executive six years ago, he said the company would “dream up and build services so powerful and so exceptional that they will be required to compete in any industry, from financial services to manufacturing”.
Under his stewardship the consulting, systems integration and outsourcing business has grown from an annual turnover of $14bn to more than $20bn.
Today, the company employs 190,000 staff in more than 120 countries. The US is its biggest market, followed by the UK, which accounts for about a quarter of the group’s total revenues. Most of the paperwork is handled from Accenture’s largest offices New York and Chicago. It has no global headquarters.
The company has built a formidable reputation for managing and running long-term multimillion-pound projects. They range from designing and managing the systems to run benefit payments, developing the IT for the London Stock Exchange, to taking over and managing the IT systems of Sainsbury’s.