以下是埃森哲首席执行官兼董事长朱莉·斯威特访谈的摘要。采访者尼古拉·阿坦根强调了埃森哲在数字化转型和创新方面的领导作用。斯威特讨论了管理一家拥有超过 70 万员工的公司的挑战和策略。 斯威特首先解释了埃森哲的核心职能：帮助企业和政府利用技术、数据和人工智能进行自我重塑，以实现增长和效率。她举例说明了从简化银行客户注册流程到优化制造流程，例如确保每包彩虹糖的数量正确。 人工智能是目前的主要焦点，但斯威特强调，公司通常需要构建基本的数字基础设施，才能有效地利用人工智能。埃森哲协助客户构建这种“数字核心”。至关重要的是，埃森哲培养了一种强大的学习文化，使用诸如盖洛普优势识别器 (Gallup StrengthsFinder) 等工具来帮助员工识别和利用他们的优势。她分享说，埃森哲员工最突出的优势是责任感和学习能力，突显了公司对持续发展和问责制的承诺。 斯威特认为，加速公司运营的关键在于拥抱变革的文化和支持变革的增长模式。她描述了埃森哲从“快速追随者”转变为数字领域的“变革推动者”的过程。这涉及到明确公司文化中哪些方面需要保留（拥抱变革），哪些方面需要修改（不再做快速追随者），以及要成为什么样的人（创新者）。 在帮助公司转型时，埃森哲会利用其对公司文化和行业专业知识的深刻理解。他们避免定制解决方案，而是借鉴其他面临类似挑战的公司的经验教训。斯威特指出，许多挑战，如数据孤岛以及全球和本地市场之间的内部冲突，在各个行业中都很常见。 斯威特观察到，人们通常不愿分享信息，并且往往目光短浅、以自我为中心。首席执行官的角色是向新的方向拓展公司及其员工。她强调，公司不仅需要在产品开发方面进行创新，还需要在内部流程和运营方面进行创新，从而培养一种持续重塑的心态。尽管人们可能抵制变革，但斯威特认为领导力是引导他们度过变革的关键。这需要清晰的愿景以及对个人如何体验变革的理解。 在讨论人工智能时，斯威特详细介绍了人工智能如何改变埃森哲的方方面面。他们的策略包括大力投资于与人工智能相关的解决方案（如人工智能炼油厂），利用人工智能重新构想服务交付，并以不同的方式运营内部公司职能。埃森哲正在大力投资于培训，目标是到 2026 年拥有 8 万名数据和人工智能专业人员，其中包括为各个级别的员工提供强化培训计划。 斯威特强调了识别那些拥抱变革的人的重要性，并询问潜在的应聘者在过去六个月里学到了什么，以此作为衡量他们学习能力的标准。埃森哲寻找那些善于与他人合作并积极参与各种活动的领导者。 展望未来，斯威特预计会出现多种版本的人工智能，并将量子计算视为未来几年的一项重要技术。她观察到，每个行业都有拥抱人工智能的领导者，尽管能源等行业的步伐落后于直接面向消费者的行业。 埃森哲每年在培训方面投资超过 10 亿美元，员工平均每年接受 44 小时的培训。他们在关键职业节点设立“核心学校”，并提供认证，包括人工智能方面的认证。人力资源实践是以技能为基础的，使用员工技能数据库来促进培训，并适应因人工智能而变化的工作角色。 斯威特强调了她的优势在于战略、成就和学习。她的法律背景使她能够快速处理信息并做出明智的判断，她认为这对担任首席执行官至关重要。她提倡人力资源部门采用基于技能的做法，使员工能够适应人工智能时代不断变化的岗位。埃森哲使用分析来预测员工流失情况，以便及时进行干预。 斯威特将前埃森哲首席执行官皮埃尔·南塔伦归功于他指导她并解释公司决策背后的原因。她强调了“Y 原则”——总是询问决策的原因——的重要性，以便获得更深入的理解。她认为，指导应该侧重于为公司增加价值，而不仅仅是提升个人职业生涯。 斯威特认为，领导力是可以教授的。埃森哲在领导力发展方面投入巨资，并强调在职培训和榜样作用。她强调了领导力的关键要素，即“以卓越、自信和谦逊领导”。 斯威特承认，与五年前相比，她现在是一位更强大的领导者，专注于沟通并平衡挑战和成功。讲故事是良好沟通的关键。她推荐了安迪·克雷格的《周末语言》(Weekend Language)，通过使用轶事和避免使用行话来改善沟通。埃森哲培训领导者掌握周末语言，并正在为年轻的分析师开发结构化的沟通培训，认识到在人工智能驱动的劳动力中，更好的沟通技巧是必需的。 讲故事在变革时期尤为重要，埃森哲收购了“The Storytellers”公司，强调了在情感上触动人们并帮助他们理解你想做什么的重要性。要讲好一个故事，它必须简短，并且不使用任何咨询语言。在公司内部，斯威特在组织演示时会考虑前两分钟，并使用故事来说明要点，利用视频并逐渐放弃使用 PowerPoint。如果必须使用幻灯片，它们应该具有简单的图形、少量的文字和较大的字体。 最后，斯威特分享说，她家里挂着一块牌匾，上面写着：“如果你的梦想不让你感到害怕，那说明你的梦想还不够大。”她说，如果你对某件事感到紧张，这意味着你正在做伟大的梦想。她建议听众以卓越、自信和谦逊的态度领导，强调平衡这两件事并建立伟大的团队的重要性。以一种在生命尽头不会后悔的方式生活，也以你认为正确的平衡方式生活。

This is a summary of an interview with Julie Sweet, CEO and Chair of Accenture. The interviewer, Nicola Atangen, highlights Accenture's leading role in digital transformation and innovation. Sweet discusses the challenges and strategies involved in running a company with over 700,000 employees. Sweet begins by explaining Accenture's core function: helping companies and governments reinvent themselves using technology, data, and AI to achieve growth and efficiency. She provides examples ranging from streamlining bank customer onboarding to optimizing manufacturing processes, such as ensuring the correct number of Skittles in each package. AI is a current major focus, but Sweet stresses that companies often need fundamental digital infrastructure before effectively leveraging AI. Accenture assists clients in building this "digital core." Crucially, Accenture fosters a strong learning culture, using tools like the Gallup StrengthsFinder to help employees identify and utilize their strengths. She shares that Accenture employees' top strengths are responsibility and learning, underscoring the company's commitment to continuous development and accountability. The key to accelerating a company's operations, according to Sweet, lies in a culture that embraces change and a growth model that supports it. She describes Accenture's shift from being a "fast follower" to a "change agent" in the digital landscape. This involved articulating what aspects of the company's culture to preserve (embracing change), what to modify (being a fast follower), and what to become (an innovator). When helping companies transform, Accenture leverages its deep understanding of company cultures and industry expertise. They avoid bespoke solutions, instead drawing on lessons learned from other companies facing similar challenges. Sweet notes that many challenges, like siloed data and internal conflicts between global and local markets, are common across industries. Sweet observes that people generally resist sharing information and tend to be short-sighted and self-centered. A CEO's role is to stretch the company and its people in new directions. She emphasizes that companies need to innovate not just in product development but also in their internal processes and operations, fostering a mindset of continuous reinvention. While people may resist change, Sweet believes leadership is key to guiding them through it. This requires clarity of vision and an understanding of how individuals will experience the change. Discussing AI, Sweet details how it's changing every aspect of Accenture. Their strategy involves investing heavily in AI-related solutions (like the AI refinery), reimagining service delivery using AI, and operating internal corporate functions differently. Accenture is investing significantly in training, aiming to have 80,000 data and AI professionals by 2026, involving intensive training programs for employees at various levels. Sweet emphasizes the importance of identifying people who embrace change and asks potential hires what they have learned in the last six months as an indicator of their learning aptitude. Accenture looks for leaders who work well with others and demonstrate involvement in various activities. Looking ahead, Sweet anticipates multiple versions of AI and sees quantum computing as a significant technology in the coming years. She observes that every industry has leaders embracing AI, although sectors like energy are lagging compared to direct-to-consumer industries. Accenture invests over a billion dollars annually in training, with employees averaging 44 hours of training per year. They utilize "core schools" at key career points and offer certifications, including in AI. HR practices are skills-based, using a database of employee skills to facilitate training and adaptation to changing job roles due to AI. Sweet highlights her strengths as strategy, achievement, and learning. Her legal background provides her with the ability to process information quickly and make sound judgments, which she considers invaluable as a CEO. She advocates for HR to be skills-based, enabling employees to adapt to evolving roles in the age of AI. Accenture uses analytics to predict employee attrition, allowing for timely interventions. Sweet credits Pierre Nantarum, a former Accenture CEO, for mentoring her and explaining the rationale behind company decisions. She emphasizes the importance of the "Y-rule" – always asking why decisions are made – to gain a deeper understanding. She believes mentorship should focus on adding value to the company rather than solely advancing one's career. Leadership, according to Sweet, can be taught. Accenture invests heavily in leadership development and emphasizes on-the-job training and role modeling. She highlights the leadership essential of "lead with excellence, confidence, and humility." Sweet acknowledges she’s a stronger leader now than five years ago, having focused on communication and balancing challenges and successes. Storytelling is key to good communication. She recommends Andy Craig’s "Weekend Language" to improve communication by using anecdotes and avoiding jargon. Accenture trains leaders on weekend language and is developing structured communication training for younger analysts, recognizing the need for better communication skills in an AI-driven workforce. Storytelling is particularly important in times of change, and Accenture acquired "The Storytellers" company, emphasizing the importance of reaching people emotionally and helping them understand what you're trying to do. To tell a good story it must be short and not use any consulting language. Internally, Sweet structures presentations with the first two minutes in mind and uses stories to illustrate points, utilizing videos and moving away from PowerPoint. If slides are necessary, they should have simple graphics, few words, and large fonts. Finally, Sweet shares that she has a plaque at home that reads, "If your dreams don't scare you, they're not big enough." She says that if you're nervous about something, it means you are dreaming big. She advises listeners to live by the idea of leading with excellence, confidence, and humility, emphasizing the importance of balancing those two things and building great teams. Living life in a way that would not have you regret anything at the end, also living life as you believe is the right balance.