The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.
Success is no longer about changing strategies more often, but having the agility to execute multiple strategies concurrently. And success requires CEOs to develop the right leadership capabilities, workforce skills, and corporate cultures to support digital transformation.
If I had a dream, it would be that most of the countries in the world, and especially in Europe and the U.S... have more alignment on a set of principles of tax and economic reform that would create an environment that would be more consistent first, definitely more stable.
I could spend all my time on a plane visiting multiple countries, and I would never visit enough.
If I had to probably define and characterize my job, and maybe the job of a CEO today in this global world, highly volatile, uncertain, and when you need to transform is to be the catalyst for change. That's probably the definition I would give to my job. I'm the catalyst.
Being surrounded by diverse points of view pushes us beyond our comfort zones. And when people and teams bring multiple perspectives and experiences to the table, the discussions are deeper, the decision-making process is better, and the solutions are stronger.
The art of leadership is not to spend your time measuring, evaluating. It's all about selecting the person. And if you believe you selected the right person, then you give that person the freedom, the authority, the delegation to innovate and to lead with some very simple measure.
We continue to operate in a fast-changing environment driven by so much disruption, and in this context, we see significant opportunity and demand for Accenture's highly relevant and differentiated services.
Businesses that make consumer privacy a point of competitive differentiation will enjoy greater customer loyalty.
Now, given the increasing importance of artificial intelligence, automation, machine learning, and other innovative technologies, we are evolving Accenture Digital to be even more relevant to our clients and drive even greater differentiation in the marketplace.
I feel very good about our business and the speed at which we are executing our strategy to drive differentiation for Accenture and accelerate our rotation to The New.
The breadth and scale of the capabilities we provide end-to-end across strategy, consulting, digital, technology, and operations are absolutely unique in the marketplace. And this is why Accenture remains the partner of choice for the world's leading companies in executing large-scale transformation programs.
In Dublin, we open The Dock, our new multidisciplinary innovation R&D and incubation hub where all elements of our innovation architecture come to life. The Dock is a launch pad for our more than 200 researchers to innovate with clients and acquisition partners with a particular focus on artificial intelligence.
Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.
With the full power of our 360,000 people, we said to the external world, 'This is what we believe at Accenture is the right thing to do, and gender equality is among the business principles which are fundamental for a company, and we want this to be known outside.'
As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.
An important part of my job is listening to diverse points of view at all levels - from Millennials starting their careers... to women at the highest levels of leadership... to my own wife and daughter.
I am very proud that Accenture is among corporate champions to be honored by the Women's Forum of New York for our mutual commitment to making a difference.
I want our future leaders to know what's possible and to be part of a world where diversity and gender equality aren't special programs but the natural way of operating.
CEOs must go beyond working with policy-makers on new regulatory frameworks. They must also commit to the principle that success cannot be measured by profitability and growth alone.
