In the traditional game book of the Corporate Ascension, General Counsel is usually not seen as a springboard for the CEO suite, especially not in global technology advice. And yet Julie Sweet not only defied this assumption that she has also redefined how the willingness of the modern CEO looks at a time, in which domain expertise is put in the shade of intellectual mobility.
Before taking over the rudder of Accenture, the 176 billion dollar -advising power plant, was Sweet was at Cravath, Swaine & Moore, the Elite Manhattan law firm, in which partners rarely go and jump into a completely different industry. There she had built up a career that completed high-stake M & A offers, no cloud transformations and no AI partnerships negotiate.
But in 2010, when accenture turned to her to become his general Counsel, Sweet made the jump. Her father had recently died at the age of 68, a personal loss who thought about how she wanted to look her career and life. “It reminded me to make sure that I lived life to the fullest” Newly published Assets Journal Feature.
At that time, accenture changed its growth strategy and applied for more accents. It saw a business right -wing partner in Sweet who was able to contribute to performing this ambition. Nevertheless, she did not join the technology in the technology and admits that she didn’t know what the cloud was when she started.
Instead of considering this gap as liability, Sweet treated it as a learning opportunity. She has Bhaskar Ghosh, now Chief Strategy and Innovation Officer from Accenture, as a personal tutor. They met every two weeks for 18 months. It was a deliberate, persistent effort to blame to build up in an area that soon becomes of central importance for the future of accco and its own.
Sweet emphasized that the understanding of technology is not optional for managers. It is fundamental. Today’s managers, they say, have to understand how technology changes products, industries and customer expectations.
In 2019, Sweet was appointed managing director after the early death of CEO Pierre Nanterme. Their ability to connect the points across legal, strategic and operational areas has proven to be a asset, in particular as the company scaled partnerships with companies such as Nvidia and Palantir in order to embed AI for both commercial and government customers.
In interviews with Assets, Analysts have attributed the positioning of Accenture for the next wave of the Enterprise Transformation. Customers described them as highly committed, detailed and deeply prepared. Former colleagues also emphasized their ability to synthesize complex information and their tendency until they fully understand a problem.
Although the path from Sweet from the right to CEO of a consulting and tech service company can be atypical, it reflects what the modern leadership requires. The most effective CEOs are not those who simply follow a linear path for a single function, but those who exceed disciplines can quickly absorb new knowledge and work with intellectual reach.
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Ruth umoh
ruth.umoh@fortune.com
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