Assignment: create and run a professional technology pre-sales organization (solution architecture, for a project volume of approx. 1,3 bn USD)
Situation: sales and solution architecting were decentralized in industries and individual accounts. As a result, there was little reuse and standardization, and not enough collective learning from successes and failures. Consequently, Accenture’s win rates suffered and cost of sales soared.
Approach: Established a new team that specialized in solution architecting. Coordinated development of solution templates and solution components. Standardized, consistent rules, tools and processes. New career path – Solution Architect. Centralized review- and approval process.
- Significantly increased industrialization – through higher use of global delivery models and use of solution factories to drive down delivery cost, increase delivery predictability and quality. Win rate 8% over previous year’s ASG average – resulting in 27 Million USD bottom-line improvement
- SG&A cost reduction – through transition of sales support, solution design and operations activities to low-cost locations. Result: a sustainable multi-million dollar improvement of the bottom line
- Competence building – through tailored certification, training and teaming programs to drive specialization: over 30 newly certified solution architects for fiscal years 2011 and 2012.
- Creation of a competitive pricing function to support sales teams.
(2011 – 2012, 24 months)