‘The new, now’: How Accenture altered its mindset to overhaul its comms
Transformation often means expanding boundaries past what is comfortable. One global communications pro explains how change led to new and long-term success.
At Accenture, transformation is a constant.
I joined the company in the mid-’90s, and I’ve grown as it has grown. I have been fortunate to be a part of Accenture’s inspiring, ongoing transformation and have been able to draw on my roots in journalism and media relations to ask questions, keep learning, and assume increasing responsibility on dynamic teams.
This year, our chief marketing and communications officer, Amy Fuller, led the Marketing and Communications Department’s transformation to become a center of innovation while strategically driving greater brand equity and meaningful results. As part of that, I took on the role of leading global communications, and we began a redesign of the corporate communications function.
Our goals: to develop a more powerful, focused narrative to elevate our differentiation and, as stewards of the brand, to engage all our key stakeholders (clients, people, recruits, investors, influencers, etc.,) to promote and protect Accenture.
How did we do it? Reflecting on our experience, I would say it’s important to:
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