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David and Goliath: How Boutique Firms Triumph

Tom Spencer

This trend towards specialization and personal service is reshaping the landscape, offering clients a unique blend of niche expertise, agility, competitive pricing, and strong relationships that big-name consultancies struggle to match. The decisions of the firm are ultimately more specialized, agile, cost-effective, and client-centric.

Agile 88
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How to Make Sure Agile Teams Can Work Together

Harvard Business

Increasing volatility, uncertainty, growing complexity, and ambiguous information (VUCA) has created a business environment in which agile collaboration is more critical than ever. Sponsored by Accenture Strategy. Marina Nasr / EyeEm/Getty Images. This story is not unique. Insight Center. Competing in the Future.

Agile 59
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Infosys Consulting Interviews & Culture

Management Consulted

Agilent Technologies, separating from Hewlett Packard, turned to Deloitte to help facilitate the transaction and Deloitte in turn asked Steve Pratt to act as project lead. Soon, Pratt and Joshi talked and Agilent became the first client Deloitte served using a global delivery model (GDM). Infosys Locations: 18 countries, 20+ cities.

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Consulting as a Contractor: The Rise of Self-Employment

Tom Spencer

Over the years, many leading organizations have struggled to retain top talent. Since companies compete to attract and retain top talent, these shifts in how the workplace is organised are likely to persist. Thanduxolo Love Mtsweni is a Management Consultant Analyst at Accenture in South Africa.

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Continuous Development Will Change Organizations as Much as Agile Did

Harvard Business

Called Agile, the process put customers at the center of product development, encouraged rapid prototyping, and dramatically increased corporate speed and agility. While Agile began as a product development innovation, it sparked a corporate strategy and process revolution. Sponsored by Accenture Strategy. Insight Center.

Agile 36
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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.

Talent 65
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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.

Talent 65