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Speaker 1: Global business news twenty four hours a day. If Bloomberg

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Speaker 1: dot com the radio plus mobil and on your radio,

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Speaker 1: this is a Bloomberg business flag from Bloomberg World Headquarters.

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Speaker 1: I'm Charlie Pellett's stock surge SMP five hundred index had

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Speaker 1: its strongest gain in a month. UK citizens are voting

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Speaker 1: today in a referendum on the country's membership in the

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Speaker 1: European Union. UK law prevents us from reporting on voting

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Speaker 1: or discussion and analysis of referendum issues while polls are open,

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Speaker 1: but we will be following all the action once those

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Speaker 1: results come in. SMP five hundred index up twenty seven

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Speaker 1: points to twenty one thirteen again today of one point

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Speaker 1: three percent down. Industrials up a two hundred thirty points

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Speaker 1: to eighteen thousand eleven, a gain there of one point

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Speaker 1: three percent. Nazdack advanced one point six percent, up seventy

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Speaker 1: six points to the tenure down sixteen thirty seconds yield

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Speaker 1: one point seven four per send, Gold down nine dollars

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Speaker 1: the ounce to twelve sixty one, a drop of seven

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Speaker 1: tenths of one percent. Crude oil back about fifty dollars

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Speaker 1: a barrel. Talking about West Texas Enemedia Crude up a

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Speaker 1: dollar today to fifty dollars. Their team sets son Charlie Pellett,

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Speaker 1: that's a bloom Bird business splash. This is taking stock

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Speaker 1: with pin Box and Kathleen as on Bloombird Radio. Accenture

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Speaker 1: earnings out today, they're boosting their You're adjusted earnings per

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Speaker 1: share of view. That's a plus. We have the CEO

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Speaker 1: for North America joining us now. And of course you

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Speaker 1: know Accenture probably very well, leading global professional services company,

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Speaker 1: lots of services and solutions and strategy consoling digital technology

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Speaker 1: and operations. I've certainly dealt with a lot of Accenture

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Speaker 1: professionals when during the banking crisis and all that. Lots

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Speaker 1: of value added there. Julie Sweet adding some value today

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Speaker 1: on taking Stock. She's located in the Washington d C

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Speaker 1: in metropolitan area, but coming all the way to New

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Speaker 1: York to join us in studio today. Absolutely excited to

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Speaker 1: be here. Thanks. So, Julie. Uh, how is it looking?

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Speaker 1: How about earnings per share looking good? A better luck

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Speaker 1: for the future. What's driving it? Well? We had a

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Speaker 1: great quarter obviously in North America, where we're at eleven

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Speaker 1: percent growth in revenue and local currency and ten percent globally,

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Speaker 1: and we raised our outlook for earnings per share to

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Speaker 1: ten to eleven percent. We're ten percent year today, so

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Speaker 1: very excited. And it's being driven by two big things.

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Speaker 1: Our investments in UM acquisitions and in our business which

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Speaker 1: are really differentiating us, and then leading in the new

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Speaker 1: digital cloud security. It's now forty of our business and

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Speaker 1: it's growing double digit. I was gonna say, the security

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Speaker 1: part of the business and the cloud part of the business.

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Speaker 1: I mean this is, as you said, forty percent. Do

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Speaker 1: you see a time when it's going to be more

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Speaker 1: than fifty percent of the business. Absolutely. I mean it's

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Speaker 1: really based on demand. And we're seeing two big things

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Speaker 1: from our clients. The first is amidst the digital revolution,

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Speaker 1: they're coming to us to understand how is technology impacting

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Speaker 1: our business and then take that from insight to execution.

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Speaker 1: And the second thing we're seeing is around productivity, efficiency

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Speaker 1: and sustained investment capacity in a large part to be

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Speaker 1: able to fuel the investment needed for the digital transformation.

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Speaker 1: And it's not ending. There's no finish line in the

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Speaker 1: digital revolution, and there's no one and done. Break that

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Speaker 1: down for a little bit for us, efficiency productivity, investment, capacity,

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Speaker 1: all that kind of thing, real words, a concept and example,

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Speaker 1: what what does that mean? Sure? So if you think

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Speaker 1: about our portfolio always serve forty industries, they're all in

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Speaker 1: different places. So if you're in oil and gas today,

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Speaker 1: your focus very much on UM, cost cutting more, being

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Speaker 1: able to do more with less because of the pressures

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Speaker 1: in that business. If you're in retail, financial services, consumer goods,

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Speaker 1: you're trying to take advantage of the digital consumer experience

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Speaker 1: and growing your top line. But that takes investment, right,

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Speaker 1: that takes modernization, new capabilities, changing the workforce, and so

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Speaker 1: in both cases you're looking at better ways to be

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Speaker 1: to have UM, to deliver more with less, and to

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Speaker 1: have more ability to invest, but driven by different pressures.

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Speaker 1: What are some of those pressures? So UM on the

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Speaker 1: on we're growing top line, it's around the disruption that's

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Speaker 1: coming from the digital revolution, which is about new entrants.

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Speaker 1: So you've got Amazon and UM and Netflix, you know,

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Speaker 1: pressuring sort of anything that's around content, television, cable. You

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Speaker 1: have new entrants in terms of you know, logistics, it's

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Speaker 1: not just about uber, it's about how that's transforming the

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Speaker 1: business to business. So you've got a lot of every

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Speaker 1: industry has some kind of disruption and companies are having

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Speaker 1: to step back and say, what does it mean for us?

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Speaker 1: Both from an opportunity and from a risk perspective. Who's

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Speaker 1: your biggest competition? So we have five different businesses, and

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Speaker 1: we have competitors in each of those businesses, so it's

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Speaker 1: not a single We have strategy, can sulting, digital, technology,

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Speaker 1: and operations, and the competitors are different by business. Is

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Speaker 1: it also just different by geography because you are the

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Speaker 1: CEO of North America? Absolutely, and so every there's some

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Speaker 1: companies that are more global that we're one of the

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Speaker 1: most global in terms of we're in fifty six countries

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Speaker 1: where people operate in a hundred different countries at any

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Speaker 1: given time. But each market also has individual players who

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Speaker 1: are competitors. And in fact, we think a lot now

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Speaker 1: about leveraging, about being local and leveraging global because it's

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Speaker 1: more important that now than ever, and to be really

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Speaker 1: in your local markets. Again, who would be the client?

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Speaker 1: What kind of company that would be saying? Ge Et

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Speaker 1: Centa told me I need to be local and leverage globally?

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Speaker 1: What does that mean? What's give me again a concrete

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Speaker 1: example sure. So if you're consumer goods company, um, consumers

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Speaker 1: today want personalization and the nature of the consumer in

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Speaker 1: the US versus China versus Brazil is really different, and

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Speaker 1: so the products may be the same, but how you're

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Speaker 1: marketing it, how they're the buying patterns, the way they

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Speaker 1: buy are very different depending on the market. And that's

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Speaker 1: the personalization that consumers now expect, and that's the innovation

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Speaker 1: that companies are coming to us to look at, is

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Speaker 1: how do we real time personalize for our consumers. Now.

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Speaker 1: I know that one of the biggest projects you've been

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Speaker 1: working on is the Affordable Healthcare website for the US government,

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Speaker 1: trying to make that better and more efficient. How's that going.

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Speaker 1: It's going really well. In fact, we were just renewed

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Speaker 1: in our contract there and we're extremely proud of that

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Speaker 1: work because that's really improving the way the world works

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Speaker 1: and lives. It's bringing healthcare to millions of America, and

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Speaker 1: we're very proud of the work we do. How do

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Speaker 1: you price your services? Can you give us any sense

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Speaker 1: of what I would pay if I were that company?

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Speaker 1: Needing to figure out how to uh globalize my local company? Kevin,

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Speaker 1: it's interesting your asset because what we're really seeing is

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Speaker 1: a shift to actually paying a lot more based on

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Speaker 1: outcome and well as on service. And so we have

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Speaker 1: UM we have a commercial contracts now where just as

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Speaker 1: our client is having to deliver an outcome like patient

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Speaker 1: improve patient care, we're also saying we will be paid

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Speaker 1: based on how we're helping you achieve that. We also

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Speaker 1: have commercial contects where you buy as a service, you

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Speaker 1: buy as you use, and then of course traditional fees

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Speaker 1: for service and so UM. What we find is it's

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Speaker 1: important to think about what the client needs and adjust

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Speaker 1: our commercials. Thank you very much for coming in and

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Speaker 1: spending time with it, and thanks so much for having me.

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Speaker 1: Thanks Kathleen, it's great to be here. Julie Sweet the

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Speaker 1: chief executive of North America for Accenture. They're based in Alexandria, Virginia.

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Speaker 1: Talking about a company to does thirty four billion dollars

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Speaker 1: of business a year. This is Bloomberg Radio. Taking stock

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Speaker 1: is brought to you by Bentley University. What are talking about?

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Speaker 1: The finances at Converse and managing st locations at JP

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Speaker 1: Morgan have in common a business degree from Bentley University.

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Speaker 1: Because business is everywhere, prepare here,