ACCENTURE INDONESIA HELPS REALIZE YOUR

ACCENTURE INDONESIA HELPS REALIZE YOUR POTEN TIAL

ACCENTURE IN INDONESIA Accenture is the largest consulting services company in Indonesia Close to 50 years of experience in Indonesia, and have consistently grew to be recognized by management and leaders in technology industry as well as in management consulting. Currently, there are more than 800 working professionals in Accenture Indonesia including more than 500 workforces (permanent employee) in ERP capabilities. Extensive experience with local and global clients in more than 40 industries, and serving more than 50 ERP engagements in the last 10 years

Shapes our clients future combining business insight with an understanding of how technology will impact industry and business models Transforming our clients businesses, bringing the best of Accenture to help them compete in today s digital world Helping our clients do more for the people they serve through the power of digital services Powers our clients by building highly differentiated new business models and driving the use of New IT Bringing together new and advanced resources to transform technology infrastructures Our Corporate Functions are the engine that powers Accenture

COMMS, MEDIA & TECHNOLOGY FINANCIAL SERVICES HEALTH & PUBLIC SERVICE PRODUCTS RESOURCES Communications Electronics & High Tech Media & Entertainment Copyright 2016 Accenture All rights reserved. Banking Capital Markets Insurance Health Public Service Air, Freight & Travel Services Automotive Consumer Goods & Services Industrial Equipment Infrastructure & Transportation Services Life Sciences Retail Chemicals Energy Natural Resources Utilities

WHAT MAKES ACCENTURE DIFFERENT

IGITAL NFLUENCE O EDUCATION & CAREER

BE PART OF THE NEW DIGITAL ENTERPRISE INSERT VIDEO HERE https://mediaexchange.accenture.com /media/t/1_q3cyjkun

Productivity, Complexity THE FOURTH INDUSTRIAL REVOLUTION IS CREATING A PARADIGM SHIFT IN THE WAY WE WORK AND LIVE Machines take away the dirty and dangerous Machines take away the dull Machines take away decisions Mechanization, water power, steam power 1st Mass production, assembly line, electricity 2nd Electronics, telephones, computer and automation, lean manufacturing, spreadsheets 3rd Cyber physical systems, robots, smart connected devices, machine intelligence, predictive analytics, mobile, social, cloud, product-as-a-service 4th End of 18 th century Start of 20 th century Late 20 th century Today

DRIVING A NEW SET OF BUSINESS IMPERATIVES Economics Current cost structures are not sustainable; disruptors are changing the economics of doing business Digitization Technology is no longer a barrier; it truly is an enabler Globalization Ability to flex to capture growth and mitigate risk across diverse and volatile global markets is essential for growth Simplification Cost of complexity is a major barrier to both top-line and bottom-line growth Integration Customer and supplier integration must be seamless to be competitive And redefining enterprise value

REQUIRING A NEW OPERATING MODEL FOR BUSINESSES Digital Insight engine for the business, comprised of three essential elements: elevates finance Analytics competency centers Integrated business services Communications and control center to the Copyright 2016 Accenture All rights reserved. 14

COMPRISING THREE DISTINCT CAPABILITIES Analytics Competency Centers Analytics experts do more than analyze financials On-demand multi-dimensional predictive modeling and analytics Employees use self-service to explore data in the moment to understand the financial impact of operational events and decisions No more relying on finance to do the basics for them Integrated Business Services Cross-functional teams deliver fully integrated services to employees, customers and suppliers. Activities aligned around customer centric services and end-to-end processing Communications and Control Center Focused on control, compliance, communications and risk management Nimble, responsive and cost effective, aligning specialized teams around streamlined work processes combining internal and external expertise

BUSINESS PROCESSES WILL BE DIGITIZED Analogue Digital Customer orders a part Part manufactured or picked from inventory Part shipped to customer Engineer prints out part on 3D printer in plant: Triggers sale and receivable in supplier systems Triggers payable in customer system Invoice sent to customer; receivable created Part received by customer; receipt passed to AP Part routed to engineer Engineer installs part and updates documentation Documents routed to finance to update asset in service record Customer initiates payment to supplier Supplier processes payment Sensor on part automatically updates asset record upon installation Payment happens automatically on terms No inventory No payables processing No receiver processing No receivable processing No fixed asset processing

ROBOTIC PROCESS AUTOMATION

USING ANALYTICS: FROM DESCRIPTIVE TO PREDICTIVE What will happen next? What if these trends continue? Why is this happening? What s the best that can happen? What actions are needed? Where exactly is the problem? How many, how often, where? Prescriptive Analytics (the so what and the we should ) Predictive Analytics (the what if and the now what ) Descriptive Analytics (the what ) What happened?

19 NEW WAVE OF ANALYTICS ps://www.youtube.com/watch?v=l7scoyii3v4

THE RISE OF INTELLIGENT MACHINE TO AUTOMATE SOME OF THE ROUTINE, RULES-BASED TASKS THAT TAKE UP SO MUCH OF MANAGERS TIME Sharpen the human edge Rally the troops Managers will need new skills (e.g. analytical reasoning, digital know-how and business acumen) Even more importantly, managers will need strong interpersonal skills to build teams, foster innovation, and encourage new ways of working.i Leadership will need to educate themselves about the value of intelligent machines and be seen as trustworthy change advocates. Building trust will need transparent two-way communication channels from day one. Chart a course of discovery Firms will need to use the human skills of experimentation and innovation to discover the wide range of possibilities that intelligent machines have to offer.

THEREFORE YOU MUST LEARN NEW BEHAVIORS AND CAPABILITIES REQUIRING A VERY DIFFERENT TALENT PROFILE Behaviors Collaborative Probing Flexible Aware Insightful Decisive Engineer The 2020 Organization Data scientist Anthropologist Capabilities The Basics: Transaction processing Consolidation Reconciliation Reporting Control Compliance The Differentiators: Insight Analytics Tolerant of ambiguity External focus Risk awareness Agility Philosopher Psychologist Quantitative Mathematician ARE YOU READY?

THREE POWERFUL EQUALIZERS CAN HELP STUDENTS AND NEW PROFESSIONALS ADVANCE These three key equalizers to help enhance and accelerate career growth: Digital Fluency Ignites The extent to which individuals embrace and use digital technologies to connect, learn, work Career Strategy Transforms The need to aim high, having a proactive approach to careers, ambition, decide on informed choices Tech Immersion Accelerates Opportunity to acquire greater tech and strong digital skills

THE ACCENTURE DIGITAL FLUENCY MODEL DIGITAL FLUENCY IS THE EXTENT TO WHICH WOMEN AND MEN EMBRACE AND USE DIGITAL TECHNOLOGIES TO BECOME MORE KNOWLEDGEABLE, CONNECTED AND EFFECTIVE Digital Fluency Extent to which both men and women have embraced digital technologies to become more knowledgeable, connected and effective. The Driver Education The level of education achieved Work Having a job and remaining in the workforce Advancement How well a person is doing as they move towards leadership Career Outcomes Digital Fluency Score

3 EQUALIZERS DIGITAL FLUENCY IGNITES What Respondents say about Digital Fluency Using digital technologies to balance my career and family life 50% 67% Having more flexibility in when, where and how I work because of the Internet Being able to work from home because of the Internet Networking on social media 45% 43% 42% 58% 56% 62% Digital collaboration tools (e.g., Skype) 33% 49% Below Manager Senior Manager+

3 EQUALIZERS CAREER STRATEGY TRANSFORMS Choices can impact their future role and pay young men are taking more strategic approaches to their careers than young women EDUCATION INTEREST Choose a subject that will make them the most money 40 % 27% AT WORK Asked for or negotiated a pay rise 64 % 52% 49% Female Male Fast-Track* Average Slow *Within the study, we define fast-track women as women who have reached manager level within five years, and have stayed within the top 20 percent of their peer group for pay and position.

3 EQUALIZERS TECH IMMERSION ACCELERATES Taken a training course in computing or coding Worked for a Digital/IT/Technology company 16% 30% 29% 43% Deep digital skills are necessary to advance quickly Moved into a technology career path from a non-technology Built or launched an App, website or similar Started your own online business Started your own Digital/IT/Technology company 16% 24% 11% 24% 10% 20% 7% 18% 40% of fast track women, for example, studied STEM* or computer science, and used their digital experience to advance in the workplace Slow Fast Track *Science, Technology, Engineering and Mathematics

THE ROADMAP TO 2020 FOR YOU 1DETERMINE THE CORE CAPABILITIES YOU NEED. WHAT CAPABILITIES ARE ESSENTIAL TO DELIVER BUSINESS VALUE AND WHICH CAN GO? DO NOT BE AFRAID TO SHED THE CAPABILITIES THAT NO LONGER FIT WITH THE NEW IDENTITY. LEARN NEW ONES. 2BE THE RIGHT PERSON IN THE RIGHT PLACE. YOUR DEGREE WON T MATTER IF YOU DO NOT DEVELOP AND UPDATE YOURSELF TO ENSURE THAT RECRUITING AGENTS KNOW THAT YOU HAVE ACQUIRED AND DEVELOPED THE RIGHT SKILLS. 3BE PART OF THE 2020 POOL BY EQUIPING YOURSELF WITH THE SKILLS BY: BEING TECH SAVVY HAVING SOFT SKILLS LITERACY i.e. CRITICAL THINKING, STORY TELLING & PRESENTATION Copyright 2016 Accenture All rights reserved. 27