Do we have an identity crisis ? Other than IT cost assessments / TVR type gigs I have come to realize the way for us to ensure TS&A coded work is to be first on scene and own the client (and CAL) relationship. Maybe I am being naive but I find myself constantly defending turf against CFO-EV, T&O, sometimes MC/Strat & very often Tech.

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Agreed with your observations. Before NGGM, this logic was sort of figured out. We were “advisory led” by default and industry TA and TS would always lead client conversations and initial solutions. This ensured that we weren’t selling “yet another outsourcing” solution and we were indeed living up to our hype.

NGGM broke that model, and then top leadership started focusing on “tech led” big deals. This is eroding our differentiation in the market and hurting our TA/TS capabilities.

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Agree with your points, but it was just as bad before NGGM.

OP - we have an identity crisis, but it’s one we’ve had for a long time in our practice. Organizationally and strategically the firm can’t figure out what to do with our team’s awesome talents. Tip of the spear? Stand alone? Stay sticky on the biggest accounts? Do only “our craft”? Big projects? Small projects? Give it away for free? Charge a premium?

We have some very talented people but the firm can’t make up its mind on how we fit in, and it’s diluted our brand. (At least in North America…)

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I fully agree with you and hope that as we continue to take greater ownership of our identity within the organization, we can influence how we want to be perceived, and how we want to attract talent.

You can’t have an identity crisis if you don’t have an identity!

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Im curious what others are seeing...

This is a never ending saga… welcome to Accenture!

Agree with all the comments here. In theory, it all sounds great - we have TS working with business S to build and define strategy, we have EA to help solution and then we have TX to help deliver. We should be the central point, connecting dots across the org.

In real practicality, what the * does that even mean. I have yet to see a project/client/delivery team actually structured like this. We don't have any skills here that are not better (and more deeply and practically covered) by other practices, so we are a group of generalists who don't specialize in anything particularly useful. Read: identity crisis

I agree with everything said. All of our capabilities and offerings overlap significantly with other areas of the firm and Tech has way more money so they can build something better than us with the snap of their fingers. The only areas where we currently differentiate are in tech strategy, tech value, transformation office and tech op model. However, many CALs are comfortable using the Walmart version of these offerings to keep prices lower.

We have too many generalist PM/BA types that aren’t even strong technologists. This is far more prevalent in Tech Advisory.

We compete with larger and more well funded practices when it comes to cloud strategy, data and AI strategy, and enterprise agility. I am confident we could do some of these better than tech if given the remit as we generally have better talent, however we are incentivized to sell everything to be resilient when demand fluctuates and meet short term sales and chargeability metrics. We need to pick a few things and do them great.

This also doesn’t seem to be just a TS&A problem. S&C in general is becoming more and more watered down with Sales and Service moving to Song, Applied Intelligence on the path to becoming 100% Tech, and change mgmt getting embedded into the large platform practices.

There is also no growth path for TS&A MDs. I’ve seen countless TS&A MDs move into Tech as they want to progress their careers within Accenture.

I'd say L3 is largely terminal in TS&A unless you become a practice lead in which case it's L2.

I’ll ask a different but related question to the identity crisis because it starts at the top. Why would you WANT to be a TS&A MD? The $$$ sure I get it - but lots of ways to make that kind of scratch at this firm (including often overlooked sales path). Especially, TS where now have a 50% of sales need to be coded strategy bogey? Juice, squeeze? The happy and best quality of life MDs at this firm seem to be tech MDs

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