Tag Archives: US

Inside with Anoop Sagoo, Senior Executive, Accenture’s Business Process Outsourcing

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Interviewed by Larry Janis, Managing Partner, Integrated Search Solutions Group.

LJ: Anoop, would you please share with us your current role and responsibilities.

AS:  I am currently responsible for Accenture’s Products BPO business, which includes all our work within the following industry sub-groups: automotive, industrial, transportation, retail, life sciences and consumer goods.  Products is one of our more mature industry groups and we have experience within most of our core BPO offerings within this sector.  I also play a broader role in ensuring that our BPO business is integrated with our industry programs across Accenture, ensuring that we are driving the business successfully into each of the industries that we operate in.  In that role, I work closely with colleagues across all of Accenture’s other operating groups (Communications, Media and Technology, Financial Services Health and Public Service and Resources), our industry teams and our key account teams. Continue reading →

Forget Retreating – Charge Forward with a Plan

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By Russell Lookadoo, TAB Salt Lake Metro

When developing an annual strategic plan, many companies go offsite to a “retreat.” I often cringe when hearing this term (although I heartily endorse the process). Retreating is an inherently defensive and reactionary move that implies the leaders of the company are leaving the field with their tails between their legs. Employees may ask themselves: Why are they hiding? Is it time to wave the white flag? Will we be able to keep our personal firearms and horses…?

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HELPING NEW EXECUTIVES HIT THE GROUND RUNNING: THE BUSINESS CASE FOR TRANSITION PLANS

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by Kathy Bernhard

What would it be worth to your organization to have new leaders at all levels become fully productive sooner, even one month earlier? What would it be worth to you as one of those new leaders?

Organizations routinely spend thousands of dollars in recruitment / executive search fees, intent upon finding the perfect candidate. Yet far fewer do enough, if anything, to maximize the return on that investment by thoughtfully planning for a successful transition. Best practice organizations address this issue and create competitive advantage with transition plans designed to quickly and efficiently ramp up new to full productivity.

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Depth of a Salesman

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By Larry Janis, Managing Partner, Integrated Search Solutions Group

In Arthur Miller’s Death of a Salesman, Willy Loman struggled to sell in a market which suddenly demanded more than charisma to close a deal.  Like Willy, today’s BPO salespeople are experiencing a changing environment which requires a more substantive skill set is in order to be successful.

The pressure for a deeper skill set comes from both the salesperson’s employer and his clients.  The employer (provider) has expanded the salesperson’s scope of responsibilities well beyond meeting monetary quotas, and now holds them accountable for decisions that will have a major impact on key results.  Salespeople must be able to interpret strategic direction and vision, and set policies and goals, requiring significant long-term business planning and forecasting. On a deal pursuit, they are typically managing large, complex projects as well as managing a very large pyramid of people. Additionally, they are accountable for the daily delivery of high quality services to ensure contractual obligations are met in an outsourced environment.  They are required to maintain excellent working relationships with their clients as well as team members in order to motivate a workforce to deliver high-quality client service.  Finally, they maintain programs of continuous process improvements to ensure ongoing client satisfaction and to improve value for their clients. Continue reading →