At the heart of every great change is a great human. If you have ideas, ingenuity and a passion for making a difference, come and be a part of our team.
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For Josefine, working at Accenture meets her strong desire to act for impact, as she helps change the world one crazy idea at a time. The Executive Exploration Program is one such idea. It gathered a select group of future CEO potentials and introduced them to groundbreaking ideas: from 3D printing in fashion, to grasshoppers as a climate-friendly protein. The training then moved to an “unexpected place”, harnessing exponential tech to bring the group’s VR avatars together in different virtual settings. New networks were built, knowledge exchanged and the collaborative power of Josefine’s belief that “great minds don’t think alike” had a very real impact.
“Collaborating across ecosystems to drive real change” is one of Josefine’s core beliefs, and the work with H&M Foundation she mentions is a living example. Since 2015, the Global Change Award has been an open call to creators of early-stage fashion innovations that grants winners a share of a million euro grant, and entry into the Impact Accelerator Program, co-developed with H&M Foundation, the KTH Royal Institute of Technology and Accenture. From coaching to network, the program nurtures disruptive ideas and tech to shape fashion’s future. It's an initiative only possible to achieve with a diversity of passionate people – like Josefine, and like you.
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Feeling pride and finding meaning in our work is essential to every Accenture career path, as Oliver highlights with his Accenture Liquid Studio project for Finland’s Voluntary Rescue Service (VAPEPA) with the Finnish Red Cross. Having carried out its 200 annual search operations with just pens and paper maps, Oliver and his team has equipped them with a digital situational awareness tool to better track and organize rescue activities. Next is an AI algorithm whose data will transfer to the tool, so VAPEPA leaders can view it live and action it faster. This is a great example of what Oliver means by doing incredible things every day.
In late 2020, we revealed our new brand and renewed purpose: to deliver on the promise of technology and human ingenuity. Oliver touches on this after talking about the “super cool” things he does with fellow “quirky creative minds” at our Helsinki innovation hub, Liquid Studio. You’ll probably have an idea of what technology means, but what about human ingenuity? That, to us, is the magic that people bring. It is creativity, inventiveness, and limitless imagination – the ‘secret sauce’ that sets a business apart and helps it thrive in times of change. This is something that we focus on in everything we do with our people and clients.
Looking to take your career to the next level?
At Accenture we embrace the power of change in everything we do.
That is why we have turned the tables, and are now pitching ourselves to you.
Now enter the elevator and explore the different elevator pitches by scrolling up or down.
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‘What do people at Accenture need to thrive and grow?’ We ask ourselves this every day. Because it matters to us that daily growth happens for every person who chooses a career with Accenture – and as Johanne says‚ this growth balances challenges, training, appreciation, and support. But what is ‘leadership training in emotional intelligence’? Emotional intelligence taps into emotions to build connection, spark creativity, and inspire growth. It’s needed more than ever in our complex global environment, so it’s both a vital leadership skill and a strategic focus area for us – one that’s integrated into how we develop, reward, and promote our leaders.
How can people at Accenture invest in their talents to transform them into strengths? As Johanne mentions, we have a culture that’s dedicated to developing our people, helping them to understand their strengths and unlock their potential. For that we use the CliftonStrengths as a starting point for self-discovery. Neither a hiring nor a promotion tool; rather, it’s a development tool focusing less on whether you can do something and more on how you’ll do it based on the ways you naturally think and behave. We use it because believing that what we do best is what we should each do more of is just one way we root for each other at Accenture.
