Quotes from Pierre Nanterme

Digital companies can reach new customers immediately and at virtually zero marginal cost. They can compete in new sectors by collaborating with peers and competitors. They can massively improve quality and productivity by converging technologies and sources of data.

Do you feel good in your role? If yes, that's the perfect time for you to experiment with something new, to get out of your comfort zone. This willingness to learn is probably the most important thing for leaders of today and tomorrow.

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.

Leveraging cloud, mobility, you process things in a different way. For example, in insurance, you can access more claims through cloud, which makes a big difference in emerging markets, where the populations are large.

The world has always been uncertain. This is the nature of the world.

Accenture has long been a champion of inclusion and diversity and, specifically, gender balance at every level of our organization, including our board of directors.

People who are digital native, they want to have real-time performance feedback. They want to understand where they are, what might happen, what their future is. And they want to understand that quickly in a very direct conversation.

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.

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.

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.

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.

We have to continue to build on our strengths and remain successful.

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.

As a professional services company, our people ultimately make the difference in delivering high-quality services to clients. This is why we are so focused on attracting the best people and investing to further develop their skills.

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.

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.

At Accenture, we are visibile, and I feel when you are visible - when people are watching you - you need to speak up.

I feel I'm probably the luckiest guy on the planet to lead Accenture.