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 →

The Real Leadership Lessons of Steve Jobs

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His saga is the entrepreneurial creation myth writ large: Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997, and by the time he died, in October 2011, had built it into the world’s most valuable company. Along the way he helped to transform seven industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing. He thus belongs in the pantheon of America’s great innovators, along with Thomas Edison, Henry Ford, and Walt Disney. None of these men was a saint, but long after their personalities are forgotten, history will remember how they applied imagination to technology and business. 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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