Forbes - - Fact & Comment -

Ac­cen­ture chief Pierre Nan­terme is urg­ing CEOS to em­brace the tech that’ll rapidly change their com­pa­nies.

You’re an Ac­cen­ture lifer, now into your 35th year.

It’s been a long time, but with a lot of evo­lu­tions.

Cer­tainly, dig­i­tal tech­nol­ogy has evolved. What do you see now?

We’re fac­ing the next wave: global se­cu­rity and dig­i­tal trans­for­ma­tion. The tech­nolo­gies re­lated to th­ese are chang­ing ev­ery sec­ond. How should a CEO think about this?

Prior tech­nol­ogy rev­o­lu­tions were about pro­duc­tiv­ity—ra­tio­nal­iz­ing your busi­ness. This one is about cre­at­ing new, dis­rup­tive mod­els. What was your strat­egy for dig­i­tal trans­for­ma­tion?

We piv­oted to five ar­eas: in­ter­ac­tive, mo­bile, an­a­lyt­ics, cloud and se­cu­rity.

Time and money are per­ish­able. How do you pri­or­i­tize a dig­i­tal strat­egy? Ask which tech­nol­ogy on your strat­egy list is scal­able right now. Many cor­po­rate boards still treat dig­i­tal tech­nol­ogy like a mi­nor is­sue, lim­it­ing it to a 30-minute dis­cus­sion within the au­dit com­mit­tee. Com­pli­ance and cy­ber­se­cu­rity be­long in the au­dit com­mit­tee. Rev­enue growth and fu­ture in­vest­ment be­long in a strat­egy com­mit­tee. In day-to-day op­er­a­tions, whom should the chief in­for­ma­tion of­fi­cer and chief dig­i­tal of­fi­cer re­port to?

To­day you see more CIOS re­port­ing to an ex­ec­u­tive com­mit­tee that in­cludes the heads of all op­er­a­tions. The CDO, as the com­pany’s man­ager of all dig­i­tal strat­egy, should be on the ex­ec­u­tive com­mit­tee. How would you de­scribe Ac­cen­ture’s evo­lu­tion over the last five years? We are to­tally dif­fer­ent. We saw that pro­fes­sional ser­vices would be com­modi­tized. We had to be­come lead­ers in in­no­va­tion and scale. So is Ac­cen­ture now a soft­ware com­pany?

No. Our ser­vice is to in­te­grate the best ex­ist­ing tech­nolo­gies and make them rel­e­vant and ef­fec­tive for clients.

What should make long-term in­vestors buy Ac­cen­ture stock?

They should con­sider what makes a com­pany highly dif­fer­en­ti­ated, highly res­o­lute and highly ag­ile. And at the same time, ask whether the com­pany is durable in sus­tain­ing strong per­for­mance, with rigor and dis­ci­pline in the way it an­chors its busi­ness.

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