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Accenture

The Potential

Accenture HR Services shares the Accenture brand but is a very different business model – providing outsourcing rather than consulting services. Additional challenges for AHRS are that with each new business win comes a significant group of new employees which have to work within two cultures – the client they service and their new employer and the cultural diversity of Accenture’s international organisation. Having a strong internal brand to unite the AHRS organisation is critical as the organisation continues to grow. Our brief was to make the Accenture brand relevant and appealing to the AHRS employees.

The Outcome

Our approach was to talk to all of the key stakeholders – clients, management and employees to understand what each group needed from the brand and what would make it more relevant in their daily working life. We also needed to ensure that we were not only developing an internal brand that would unify the organisation but also interpret the brand in such a way that we could help create a powerful competitive edge that had a beneficial halo effect on the parent brand.

Keeping the same core brand elements we worked to re-interpret the values in a way that was motivating.

The Reality

The reinterpretation made the Accenture brand relevant and much more inspirational to new employees. Importantly there was an additional element in terms of how AHRS positioned itself when tendering for new business which helped to make them stand out from the competition.

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