InnovAction Program 2010 Innovation Annual Report

Research

Culture

Creativity

Networking

ExperienceCo

llabo

ratio

n

Entr

epre

neur

ship

Deve

lopm

ent

Passion

Spain

A contribution to Accenture Global Innovation

2 www.accenture.com2 www.accenture.es

Innovación

Innovatsiooni

Inno

voin

nin Pagbabago

Nysköpun

Innovation

InnovasjonInnovazzjoniNaujovés

Risi

Inno

vasi

e

Innowacji

Innovare

Yeni

lik

Arloesi Innovação

Nuálaíocht

Nuálaíocht

Innovatie

Innovacije

Inovací

Inovácií

Inov

asi

Inno

vazi

one

Inov

äcija

sΚαινοτομία

革新

Инновации혁신

Инов

ација

イノベーション

Inov

acija

InnovAction Program 3

Join us at the following social networks

Spain Innovation Lead Message 4

1. Focusing on Innovation 6

2. Improving Business 14

3. Our People is Key 36

4. A Reference in Innovation 48

5. Forward Thinking 66

6. Playing Talent 73

Contents

El blog de los consultores

Index

4 www.accenture.com

For some, innovation is synonymous with invention, creation and ideas; for many, it is research and the development of products and new services; for everyone, innovation is a rather poorly defined term that nevertheless evokes hopes and dreams for our capacity to find new paths toward progress, levers for the development of a new production model to enhance the position of our economy; it is a need and an obligation of those members of the business community who define each country’s economic model.

For Accenture, innovation is just one gene in our DNA, in our cultural characteristics and attributes that differentiate us in the market. We want innovation to manifest itself in each and every one of our professionals, while defining our approaches and solutions for our clients and with our industries.

Spain Innovation Lead Message

This is how we define InnovAction, a program dedicated to promoting the development of this gene in Accenture Spain. This first annual report comprehensively describes all of the program’s activities, initiatives and results for 2010. In these pages, we proudly recount the achievements the program has amassed, in just a short time, by means of creating an ecosystem of sustainable innovation that integrates both our employees and our clients, as well as various other stakeholders in society, such as universities, researchers, entrepreneurs, public bodies and sources of financing.

At Accenture, we believe that innovation is the process of creating new ideas and solutions that can be practically applied to achieve tangible results for our clients and for our professionals, but also—crucially—for the society in which our activities are carried out. This is the meaning behind our name: INNOVA ACTION,

Juan Pedro MorenoManaging Director and Spain Innovation Lead of Accenture.

Click here to view our video InnovAction

InnovAction Program 5

ambitious program, which enjoys the resolute support of the entire Accenture Spain organization. Now entering its second year with an impressive portfolio of accomplishments already under its belt, InnovAction has garnered interest and recognition in the market for its stable, sustainable infrastructure of skills, initiatives and ideas, poised to exponentially expand the program’s impact in 2011. I hope that this report will further stimulate the innovation gene and inspire the creation of new connections in our ecosystem, thereby catalyzing the pursuit of a great objective that we all wish to achieve: productive transformation and progress. I am confident that this will be the case.

innovative and entrepreneurial nature that all of our professionals must develop.

The report that I am now inviting you to read takes an in-depth, detailed look at these three aspects. This report describes the past year’s fascinating initiatives and ideas, as well as their results; the cast of companies with which we have collaborated and the innovative technologies with which we work; and the keys to our very fruitful relationship with Spain’s universities, with which we have worked to build bridges of collaboration like never before. It is our hope that readers will find themselves concerned or interested in some of the ideas and initiatives described in this report. As a client, alumnus or professional of Accenture, we invite you to join our InnovAction ecosystem to make these dreams a reality.

Starting with its cover, the report incorporates the various faces of innovation at Accenture: images of our professionals, partners, collaborators and sponsors convey their pride at forming part of this innovation ecosystem. Behind innovation there always lie ideas and the ability to put them into practice, and behind these there are always people, motivated and interested in giving the best of themselves, always pushing a little bit more—that extra effort that transforms ideas into reality. The faces, smiles and dreams of these individuals are distributed throughout this report, filling each page with this spirit of open innovation. These are the individual faces of innovation in our clients, in public bodies, in universities, and in the more than two thousand Accenture professionals who have participated in this initiative. We thank and congratulate each and every one of them.

Finally, I want to encourage you to discover the various aspects of this

our contribution, from Spain, to Accenture’s global innovation initiatives.

Only those ideas which are developed, are made reality, and are transformed into tangible results can truly be called innovation. Innovation initiatives are only relevant if they contribute measurable, sustainable value. For this reason, InnovAction has defined three clear dimensions in which the program aims to create value and obtain measurable, sustainable results:

•Creatingandimprovingproductsand services that help to create value for our clients. This involves conducting, in collaboration with researchers and entrepreneurs, an open-format variety of innovation that is more immediate and transferable to our clients, our products and our services, with a view to achieving tangible results by applying this innovation in our industries and with our clients, while leveraging the latest technological developments applied to production processes in a variety of sectors.

•Developinganopeninnovationecosystem that, through the InnovAction program, links universities, entrepreneurs and public bodies to our clients, as well as to the observatory from which Accenture, as Spain’s leading services company, observes the evolution of opportunities and needs in various sectors.

•Andlastbutnotleast,supportingour professionals and providing incentives for their continuous improvement, while ensuring that Accenture channels their innovation-related concerns, ideas and initiatives for the benefit of our clients and for the professionals’ own development. Indeed, this approach feeds the

Index

6 www.accenture.com6 www.accenture.com

1. Focusing on Innovation

InnovAction Program 8

Innovation Process 10

Main Results in Figures 11

Committed Organizations: Open Innovation 12

Accenture is exploring new ways of contributing directly to the economic and social development of Spain and the world by means of a definitive economic resource: InnovAction. This term is the combination of two powerful words: Innovation (invention and application) plus Action. This sounds natural in an organization focused on finding new ways of doing things by means of a continuous questioning process that leads from “No way” to “Why not?”

From left to right: Juan Pedro Moreno Jubrias, Global Managing Director CAL Excellence Program and Spain Innovation Lead of Accenture.; Vicente Moreno, Country Managing Director of Accenture for Spain, Portugal, Africa and Israel and David Cordero, Senior Executive at Financial Services, Accenture.

InnovAction Program 7

“Don’t tell people how to do things, tell them and let them surprise you with their results.”George Patton

Index

8 www.accenture.es

In times such as these, marked by uncertainty and change, it is more important than ever to reexamine our way of doing things and our commitment to society.

InnovAction Programthat is sustainable over time for our clients, employees, collaborators and shareholders, as well as for society at large. Innovation is the thermometer we use to diagnose and improve the efficacy of our processes, business strategies, products and services, as well as the way in which we relate to our clients. We have achieved this change in mindset by evolving from “No way” to “Why not?”

The main objectives of this project fall into three categories all equally important and interrelated.

• People:Weaimtomakeinnovation second-nature to our employees, thereby transforming them into key players in—and beneficiaries of—innovative activity. By doing this we hope to

boost their motivation, satisfaction and, ultimately, performance.

• Environment:WereinforceAccenture’s on-site work with various elements of society—universities, entrepreneurs, clients, alumni, etc.—to promote an open, sustainable innovation model.

• Business:Weworktobroadenandincrease our business and that of our collaborators by rolling out new products and services and by attracting new clients and partners.

A sustainable ecosystem has been generated as a complex interplay of many levels of knowledge and actions; it involves many people and exists over a long period of time (multi-level, multi-player, multi-period).

If we wish to contribute to driving change, we must not continue to do the same thing in the same way. This is why, at Accenture, we are exploring new paths towards contributing directly to the economic and social development of Spain and the world by means of a definitive economic resource: InnovAction = Innovation (invention + application) + Action. This program fits perfectly with the company’s philosophy of working every day to generate differential value

InnovAction Program 9

From left to right: Laura Martínez Álvaro, Senior Manager at Strategy, Accenture; Teresa Domínguez, Senior Manager at Technology, Accenture, and Carlos Gallego, Senior Executive at Products, Accenture.

Med

ia Im

pact

Recr

uitin

g

Our Business

Alumni

Profitability

Satisfaction

Motivation

Diversity

Performance

Professorship & Students

AGS

IE

IESEBusiness Schools

Tech. Labs

AC Germany

Aqua Mobile

AC France

UAM

Media

Candidates

TeBM

Clients

CEOE

Agnitio

Others

Others

Others

Others

Universities

AC Global Innovation

DtE Experts

Direct Involved

Employees

SPAI Council Members

BiText

Madiva

UPM

Innovation Champions

All Spain AC Employees

Patents

Creativity Network Grapevine

Site & Newsletter

Mid Markets

Energy Mngt

InnovAcciónMash Ups.

Global Assets

Mobility

GEO Innovation

Europa Campus Party

Inter- nationalization

Radar Function

Proof of Concepts

Bottom Up Program

Digital Watermarks

Tech Cathedral

Business Angels Program

Tesis Tutorship

Chair of Innovation

Annual Award

Entrepre- neurship Program

Infrastruc- ture Mngt

Our People

RevenuesClient Po

rtfolio

Cultural Transformation

Share

Value

Our Environment

Index

10 www.accenture.com

• Businessmodeldefinition• Businesscasecreation• As-isandto-bedefinition• Gapanalysisimplementation• Technicalsolutionanalysis• Prototypeconstruction

Testing and ValidationIn this phase, the solution is tested and validated by implementing a pilot project with one or more clients interested in the initiative.

Further Analysis of Information Once the pilot project has been completed successfully, the idea is further analyzed, launched commercially, and adopted as a solution for the company’s current and new clients.

Go to Market The ultimate aim of the entire process of developing an idea is to penetrate the market by bringing the idea to the rest of our potential clients.

AnalysisIdeas are reviewed and analyzed by a committee of experts. Drawing on their expertise and knowledge, these experts select the ideas that are the most innovative and whose technical and economic viability best match our expectations and those of our clients.

PlanningOnce filtered and accepted by the Spanish Council, each idea is assigned to a Senior Executive responsible for sponsoring and spearheading the initiative. Additionally, a budget is allocated and a team is assigned. This team is responsible for the delivery of the various phases: prototyping, testing and validation.

Prototyping (Proof of Concept)In this phase of the process, a proof of concept is performed. This consists in analyzing the details of the idea or initiative to determine whether it has potential. This phase includes the following steps:

Idea GenerationIdeas can come from various different sources:

• Bottom-upinnovation—employeeideas—through the Accenture Collaborative Innovation Solution, commonly known as Grapevine (a winemaking metaphor—seed, grape and wine).

• Brainstormingbyexpertsfromdifferent DTEs (Business and Knowledge Areas).

• AccentureGlobalinnovationnetwork: Accenture Innovation Labs (Chicago, Palo Alto, Bangalore and Sophia Antipolis), Centers, and Offerings.

• InnovationMarketplace:universities,startups, R+D centers, technology parks, seed capital companies, etc.

• Partnersandentrepreneurs.

Innovation ProcessThe innovation process is based on the generation of ideas with the intention of introducing an innovative product or service. The process has seven phases:

Idea

Value

Idea Generation

Analysis

Planning

Prototyping (Proof of Concept)

Testing and Validation

Further Analysis of Information

Go to Market

InnovAction Program 11

Main Results in FiguresThe program has generated a significant present and future value.

Figures show some of the major achievements of the InnovAction Program, which has generated broad interest both inside and outside the organization.

It represents a $20,000,000 market

9 Pilot projects with clients

38 Project proposals delivered

48 Clients involved

951 New contributions on Accenture Collaborative Innovation Tool (Grapevine) as innovative ideas

3,777 Employees in the program

2 Universities involved

1 Study published by the UAM-Accenture Chair and 2 studies by the FTF (Future Trends Forum) of Bankinter

15 Agreements signed with innovation companies and groups of researchers

1 Agreement signed with a seed capital company

26 Innovation Champions and 36 employees trained and certified in creativity

Projects submitted to apply for the Spanish government’s innovation subsidies

Index

12 www.accenture.com

Committed Organizations:Open InnovationThe program is a complex ecosystem of relationships between various organizations: clients, Public Administration, partners, providers, universities and business schools.

From left to right: Jorge Burgos Solans, Director of the Dept. of Technological Innovation at Caja Madrid; Amalia Fontán Yanes, Director of Strategy and Innovation at British Telecom; Luis Alberto de la Cruz, Director of Strategy and Innovation at British Telecom; Javier Moure, Director of Innovation at Banesto; Javier Carazo, Director of Innovation at NH Hoteles; and Dennis Baartmans, Corporate Manager of Change Delivery at NH Hoteles.

InnovAction Program 13

Organizations Involved

Index

2. Improving Business

Marketplace 16

Value Services for a Mobile World 20

Improving Efficiency through Energy Management 24

Tackling Healthcare Challenges through eHealth 25

Internationalization of Spanish Companies 26

Integrating Services with Mashups 30

Protection and Security with Digital Watermarks 33

Leading through the Innovation Management Office (IMO) 33

Automated Airborne Electricity Pole Inspections 34

Focus on Results 35

The third major component of InnovAction is our business, without which the program would not make any sense. To ensure its feasibility and continuity in the organization, the InnovAction Program needs solid financial results (direct or indirect). We channel our exploratory nature into the identification of new paths leading to business opportunities.

14 www.accenture.com

InnovAction Program 15

“What makes the desert beautiful is that somewhere it hides a well.”Antoine de Saint–Exupéry

From left to right: Gemma García Jiménez, Senior Manager at Products, Accenture; Ramón Bustamante, Senior Executive at Management Consulting, Accenture; Elena Tedín, Senior Executive at Management Consulting, Accenture; and Jesús Amores, Senior Manager at Technology, Accenture.

Index

allows their clients to find solutions where earlier only there seemed to be problems. Their team is formed by professionals with experience both in training and consultancy and in managing positions. This real experience allows them to have a depth business situation understanding of every group and to adapt their actions so that they obtain better results. They have international certifications that endorse their work and knowledge, and that differentiate the quality of their work.

AquaMobileAquaMobile is focused on the deployment of technology solutions that bridge the gap between the physical and digital worlds, thus

The idea is to develop a marketplace that captures and comercializes innovation generated mainly in Spain.InnovAction has signed collaboration agreements with the following companies, and has already begun business activity with some of them:

Actitud CreativaTheir mission is to create and provide tools that develop a creative and innovative aptitude and by doing so differentiate on the market, and at the same time increase the teams and individuals level of commitment and motivation.

Their tools and methodologies create a new way of thinking, feeling and acting when facing daily challenges, what

MarketplaceIn an open innovation model, InnovAction not only feeds off internal ideas but also explores universities, startups, business angels, seed capital companies, R+D centers and entrepreneurial ecosystem, from which alliances emerge with young companies that provide new technologies whose application in various industrial sectors can be analyzed.

Open Innovation

FOTO SHOPAHOLIC

16 www.accenture.com

unfolding a brand new set of experiences in entertainment, access to information and multimedia content, and the implementation of reliable systems for protecting intellectual property rights and confidential information.

AquaMobile’s interactive solutions, especially its flagship product CLIC2C, are enabling mobile phone users to interact with their traditional physical environment by emulating the experience of online content access, search and discovery. Printed ads, product packaging, merchandising items… they all become interactive, and related enriched information (audio, video, text) is served to the users’ mobile screens.

Artificial SolutionsArtificial Solutions develops and implements software-as-a-service-based virtual assistants that allow intelligent conversations to be held

From left to right: Antonio Valderrábanos, CEO of Bitext; Clara Jiménez, Senior Manager Responsible for the InnovAction Program, Accenture; Catalina de Soto, Manager at Financial Services, Accenture; and William Weber, CEO of Market Experts.

InnovAction Program 17

between people and computers in 21 different languages across multiple channels including the web, mobile devices (e.g. smartphones), SMS, email, social networks and live chat. Utilizing its natural language interaction technology, Artificial Solutions helps organizations improve customer experience and reduce the cost of online queries. With its development center in Stockholm and offices in Sweden, Spain, the UK, Italy, France, Slovenia, Germany, Denmark, Japan and the Netherlands, its employees represent 30 nationalities. For more information, visit www.artificial-solutions.com

BitextBitext offers text-mining tools based on morphological, syntactic and semantic analysis to identify names, concepts, facts, relationships between people, ideas, and trends.

It offers a natural-language interface that is simple, intuitive and can be integrated with any information-management system, search engine or database.

Bitext is compatible with any platform or architecture.

It is the ideal complement to any application that handles text: business intelligence, media monitoring (press clipping), automatic e-mail management, automated e-mail distribution and reply, and more.

DocOnYou: Universal Invoicing Network DocOnYou is the first universal invoicing network for administrative staff and SMEs. With this new way of working, users can share, chat, archive, validate and connect everything related to their business documents (invoices, orders, payrolls, contracts, etc.).

Index

18 www.accenture.com

efficient, objective asset-appraisal model through the use of technology, thereby facilitating compliance with the Basel II rules. The asset-appraisal service relies on a proven, reliable solution, built on technology mash-ups, that has extensive asset-appraisal credentials. It uses statistical software to evaluate and discard data, and so expresses the information with high precision. The accuracy of the information is expressed by means of stars in the search results: the greater the number of stars, the more reliable the result. Madiva’s method is as follows:

•Publicinformationiscollectedfromrelevant sources.

•Geographicallocationoftheproperty is determined.

•Marketanalysisofcomparableproperties is carried out.

•Automaticappraisaliscarriedoutby objective comparison of the property.

•Automaticassessmentofclientsiscarried out.

•Portfolioisgeopositioned,incorporating additional functionality.

Market ExpertsMarket Experts has made alliances with strategic Israeli partners to deliver innovative, efficient and cost-effective solutions, such as:

Intellinx: End-user surveillance solutions for detecting and preventing enterprise fraud.

GlooqPro: Innovative technological development for embedding advertising in the corporate emails that organizations generate daily. GlooqOrg: Allows MS Office™ to improve internal communications by implementing an information bar containing current information in real time that has been extracted from numerous sources inside and outside of the company.

reading experience as enjoyable as on traditional paper.

LexisNexis - Observintel Observintel is dedicated to distributing LexisNexis solutions, providing international firms with the best content, technology and analytical solutions in order to optimize information monitoring and manager decision-making.

LexisNexis is a leading global provider of content-enabled workflow solutions designed specifically for professionals in the legal, risk-management, corporate, government, law-enforcement, accounting and academic markets. LexisNexis originally pioneered online information with its Lexis® and Nexis® services. LexisNexis serves customers in more than 100 countries with 18,000 employees worldwide. Because of its significant role in the integration of content and technology, LexisNexis is in a unique position to unite proprietary brands, advanced web technologies, premium information sources, major legal titles, top-tier news publications, etc. Across the globe, LexisNexis provides customers with access to five billion searchable documents from more than 40,000 legal, news and business sources.

The LexisNexis® Analytics media-monitoring solution provides real-time financial, scientific, technical and legal intelligence to help organizations better understand their markets and competitors, and to boost competitiveness. The company offers a range of solutions using state-of-the-art software and technology, a team of dedicated experts, and access to all information sources. Its monitoring solutions are modular and adaptable to meet each customer’s exact needs.

MadivaThe automatic asset-appraisal service provides financial institutions with an

Designed for management teams, accountants, chief executives and all those involved in the document-exchange and invoicing processes with customers and suppliers, DocOnYou is a friendly way to connect with business partners while creating, maintaining and growing the business contacts ecosystem.

The DocOnYou solution ecosystem will be rounded out by a special edition for large organizations called DocOnYou Enterprise, which will be launched in September as a SaaS platform in beta 1

GDI – LifeSizeGDI through LifeSize technology enables real-time telepresence sessions, with data being recorded automatically. The content is displayed on a website where users can view the live session, with the option for the content to be downloaded.

Recent studies indicate that, by 2014, video will account for 91% of Internet traffic. This claim reflects a new dimension in the use of digital media at home. It can therefore be argued that the introduction of “low-cost telepresence” in the homes of teleworkers and professional participants in the global economy will become an indisputable fact.

GrammataGrammata is a company that was founded in Granada in 2002 with 100% Spanish capital. Since 2006, it has aimed to design and market e-book readers and content. One of Grammata’s goals is to develop a quality reading experience using an electronic format. The company offers products such as Papyre through its website, department stores, electronics distribution channels and bookstores. The Papyre is an e-reader, a device whose main function is to reproduce electronic documents (books, newspapers, magazines, etc.), offering optimum quality to make the

(FPGA). The sectors in which this technology can potentially be applied are finance, defense, health, earth sciences and bioinformatics. It has already been applied in the following:

• Financialsimulations.• Real-timemedicalapplications.• Weatherforecasts.• Bioinformaticsapplications.• Aerodynamicandgeophysical

simulations.

TeBMTeBM is a spin-off of two different departments of the UPM School of Aeronautical Engineering: Aerospace Propulsion and Applied Mathematics. TeBM repairs, completes and models databases that have an industrial origin or which come from a sector where databases obey some kind of pattern.

RecoverGuard: Software tool that mitigates risk by monitoring high-availability and disaster-recovery environments and identifying threats, vulnerabilities and gaps in data protection and availability before a failover occurs.

ConicIT: Expert system for Z/OS performance monitors that provides advanced, automated mainframe capacity monitoring, first-fault problem resolution, and detailed problem analysis and alerts.

Speed Up SolutionsSpeed Up Solutions, a spin-off of the ETSI School of Telecommunications, is an engineering company dedicated to the application of acceleration software.

The company offers plug-and-play solutions that use its own methodology and technology, while acting on programmable hardware

“Innovation is the specific instrument of entrepreneurship…the act that endows resources with a new capacity to create wealth.”Peter Drucker

InnovAction Program 19

Index

Value Services for a Mobile WorldSponsored by Inés Guzmán (Accenture Senior Executive of Communications and High-Tech), this mobility program aims to convert innovation into an engine for income growth, to capitalize on the potential of mobility.

The services planned for the program and now under development are described below.

20 www.accenture.com

Rosalía Simón, Senior Manager at Communications & High Tech, Accenture.

InnovAction Program 21

Index

This service focuses on the creation of a center for the SPAI region (Spain, Portugal, Africa and Israel) devoted to innovation and mobility, with four main objectives:

• Showcasemobilesolutionsandconcepts.

• Streamlineandautomateourpre-sale process.

• Locateandperfectinnovativevalue proposals by involving technology partners.

• Attract,retainandsupporttalent.

At the core of this service is the development of a mobile solution for sale of tickets for hotels, transportation and the entertainment industry.

During 2010, business activities were undertaken with a passenger and freight rail transport operator and a Spanish hotel chain.

This involves developing a shared mobile banking platform that provides small and medium-sized banks with mobile banking solutions available for multiple devices in a managed-services fashion.

In 2010, business activities were undertaken with five major Spanish financial institutions.

Mobility Center Mobile Ticketing Mobile Banking

“What is essential is invisible to the eye.”Antoine de Saint-Exupéry

22 www.accenture.com

InnovAction Program 23

This service involves the development of a mobile payment solution for retail clients.

Within this project, Accenture seeks to develop an M2M services solution managed in alliance with a leading telecommunication operator.

Accenture is developing a pilot with this operator in the areas of Global Innovation and Global Products & Services Development in order to seize the opportunities presented by M2M technologies.

The operator is preparing to launch a global M2M service. The service is aimed at global multinational companies in the B2B and B2B2C sphere.

To prepare for this launch, several decisions needed to be made: validation of the addressable market,

The aim of this initiative is to develop a supply of e-books for education based on an integrated content-management solution involving an e-reader.

Two meetings have taken place with a Spanish University to present our point of view regarding high performance in education, as well as on technologies such as mobility, e-readers, campus TV and e-presence (office communication, telepresence, etc.).

For the coming year, business actions have been planned for other educational institutions.

Mobile Payments

M2M Platform

Content Management for Education

definition of the business model and of the operator’s role in the value chain, definition of the technical solution, and identification of partners’ strategy (device manufacturers, systems integrators and software providers).

The contribution of Accenture’s InnovAction Program is to initiate a pilot with this operator in order to help guide the aforementioned definitions.

Index

24 www.accenture.com

Improving Efficiency through Energy ManagementThe idea pursued by this initiative, sponsored by Ignacio Sánchez Serrano (Accenture Senior Executive of Resources), is to create a center specialized in providing energy-management services targeting clients that have a large number of centers (offices, workplaces, etc.) and a high level of consumption. This service was initially conceived for banks, with their networks of branches, but it can be extended to other sectors.

In this energy-management model, electronic consumption information stored in accounts is remotely retrieved every 15 minutes. This information is later analyzed in order to identify opportunities for savings. It is a high-profitability project: with a minor initial investment, clients can save 20-30%.

The areas of energy savings are as follows:

• Contracting:optimizationofelectrical contracts.

• Invoicing:verificationoftheamount invoiced by electric companies and avoidance of mistakes due to incorrect programming of accounts.

• Efficiency:identificationofinefficiencies in consumption due to operating inefficiencies (i.e. air conditioning left on for the entire weekend) or structural inefficiencies (i.e. replace the current light system with a more efficient one, incorporate cogeneration, etc.).

The energy efficiency and savings offered by this initiative have aroused great interest among our clients.

The importance of undertaking actions to address these aims is reflected in the good results achieved in this area.

Business ImpactOpportunities for Savings

InnovAction Program 25

A New Business Model

Tackling Healthcare Challenges through eHealth

This major Spanish hospital and Accenture are currently in negotiations to create a new business model based on the supply of management, technological and outsourcing consultancy services. These services would be oriented towards implementing solutions that permit integrated, predictive health management aimed at improving the efficiency and effectiveness of the treatment of illnesses, reducing the effects of chronic illnesses and promoting self-treatment attitudes.

This business model will be implemented progressively, in accordance with the business plan currently under development.

As a starting point, the feasibility of the plan is based on the implementation of a pilot involving the protected population of the hospital itself, within the scope of patients with chronic obstructive pulmonary disease (COPD).

Within the framework of this initiative, sponsored by Albert Siré (Accenture Senior Executive of Health & Public Services), in 2008 Accenture started collaborating with a Spanish hospital and the regional Department of Health of the area in which it operates to develop a project aimed integrating care levels within regional new health-management model, which decentralizes healthcare into different health territories.

As a result of this collaboration, this hospital has asked Accenture to “formally participate” in its chronic healthcare business as a strategic partner in:

• Formulatingstrategiccollaborationwith the Department of Health.

• Professionalizingthebusinessplan.

• Supportingnegotiationsforpossible capital increases (home-device companies).

• Activelypromotingopportunitiesin the Spanish healthcare system.

• Supplyingspecificservicesaccording to the operational model defined.

Index

26 www.accenture.com

(dwellings and public works) have driven domestic spending in a context of favorable financial conditions and job growth. But new, unfavorable market conditions are likely to force Spanish companies to find business beyond their borders in the short and medium term.

Internationalization of Spanish CompaniesThe globalization process is entering a new phase. Traditionally, globalization meant that business expanded from developed economies to emerging ones. Today, however, the process flows in both directions, and emerging economies are gaining ground from developed countries. Experts say that emerging economies are likely to overtake the developed countries within the next two decades.

In this context, Spain faces the challenge of competing in an increasingly global and multi-polar marketplace. Companies must cope, on the one hand, with a circumstantial decrease in internal demand due to the crisis and, on the other, with the reduction of talent and medium-term consumption due to the aging of the population. In view of this dual circumstance, companies should prioritize internationalization and conquest of new consumers in emerging countries.

Unfortunately, internationalization has not been a priority for Spanish companies in recent years. The sustained growth of Spanish consumption has been sufficient to generate positive results for the country’s companies. Private consumption and construction

Spain’s Challenge

InnovAction Program 27

bilateral and multilateral agreements with several countries, increasing the presence of embassies and consulates, and providing the business community with assistance.

The internationalization of Spanish companies will doubtlessly be a complex process leading through uncharted territory. This will open up new business opportunities for companies that, like Accenture, guide their clients through the materialization and implementation of their strategic decisions.

Given the maturity of the market in the EU, in the search for new markets Africa emerges as a real business opportunity. At present, the continent is a political and commercial priority for Spain’s foreign affairs (2009-2010 Africa Plan).

In 2008, Spain was fourth in Europe in terms of volume of exports, rising one notch with respect to 2007. This suggests growing interest in Africa, as well as the accumulation of experience that will help to increase such exports. Most exports from the EU to Africa consist of capital goods, mainly machinery for industry and public works, as well as electric machinery.

The government of Spain is intensifying negotiations and diplomacy with Africa, establishing

For companies in the internationalization process, emerging countries are highly attractive given their high anticipated future growth (more than 20%) and their interest in rising to the same level as developed countries; these factors foster a favorable business climate. Specifically, one emerging market that has yet to be exploited is Africa, a region whose development will require the importation of goods and services of all sorts. Low costs likewise make exportation or production a viable option. The growing interest of European governments is favoring the establishment of bilateral and multilateral agreements, which in turn endow trade agreements with security.

The main purpose of the service for aiding the internationalization of companies, sponsored by Juan Pablo García Galardi (Accenture Senior Executive of Financial Services), is to collaborate with Spanish companies that wish to expand their businesses internationally. The value proposal is:

• Collaborationonthecompany’sinternationalization process by offering a comprehensive end-to-end service.

• Provisionofcomprehensivesupport to avoid the obstacles characteristic of new geographic, cultural, bureaucratic and commercial scenarios.

Attractive Emerging Countries

Value Proposal for Spanish Companies• Generationofvalueforcompanies

whose strategic purpose includes increasing and internationally developing their trade and business relations; seeking strategic alliances abroad; and establishing themselves and operating in other countries.

Therefore, our service offers:

• Thedetectionofnewtradeopportunities for companies and the generation of added value for the business, taking advantage of Accenture’s international experience and know-how.

• Collaborationthroughouttheentire process in studying, defining, executing and monitoring the business and marketing plan.

• Supportfortheinternationalization process, minimizing times and risks at the start of operations through a shared-risk approach.

• Assistance in the creation of a network of contacts and strategic alliances in the host country.

Index

28 www.accenture.com

country (clients, suppliers, institutions and business organizations).

• Establishmentinthecountry:wesupply support services in the host country, including legal counsel, human-resources management, technology services, and facilities and services.

• Evolutioninthecountry:weprovidesupport and consultancy in the strategic and operational growth of the business, either for expansion or for a shift from commercialization to establishment in the host country.

• Managementoftheinternationalization program: we assist in everything related to efficiently and satisfactorily maintaining and managing the international business plan.

ones, and manage the establishment of contact with them.

• Commercialactionplan:weprovide support in defining and starting up a commercial action plan, providing advice on aspects such as dimensioning and defining distribution and marketing channels.

• Contracting:weassistintheprocess of contracting or generating contractual agreements, as well as in the formal signing of agreements.

• Operationsmanagement:weperform monitoring, management, action and reporting tasks.

• Agents,localcontacts,partners:wefacilitate access to the contact networks necessary in the host

Accenture accompanies and collaborates with the company throughout all phases of its internationalization process, offering consultancy and support by means of a broad portfolio of services, including:

• Research:weprovidesocioeconomicreports on the host country or countries, perform market studies, and identify the local opportunities and threats.

• Positioningstrategy:weassistindefining the strategy, analyzing the market (suppliers, competitors, clients, substitute products), and determining the necessary level of resources (human, material and financial).

• Identificationofclients:weperforman analysis of clients’ behavior, followed by the segmentation and evaluation of the most appropriate

Support for All Phases

Research

Identification of clientsCommercial

action planContracting

Positioning strategy

InnovAction Program 29

Since the launch of this initiative, conversations have begun with the Spanish Confederation of Employers’ Organizations (CEOE) to collaborate on its development. In January, a C-level event was held on business opportunities in Nigeria for Spanish companies. During this meeting, chaired by the Vice President of the CEOE, the Nigerian Minister of National Planning described the investment opportunities in the country, with special emphasis on the agroindustrial sector. In his remarks on the infrastructure industry, the Minister focused on the opportunities in the port and railway sectors.

After the Accenture representatives described their activities and the services they offer to Spanish companies in Nigeria, the Spanish Director-General of Trade and Investments closed the meeting by

Nigeria Eventdeclaring that a slight increase had been detected in the presence of Spanish companies in Nigeria. If maintained, this trend could prove to be crucial, considering Spain’s scarce presence in a country with which it has an enormous trade deficit due to imports of crude oil and liquefied gas.

This event was attended by 110 people from the CEOE, Accenture, and various companies interested in expanding their businesses into Nigeria (see Appendix).

The Nigeria event generated high value for our business in terms of clients.

Operations management Agents,

local contacts, partners

Establishment

EvolutionInternationalization program

Index

30 www.accenture.com

(Accenture Senior Executives of Financial Services).

Accenture has partnered with Madiva Solutions (the corporate owner of the software) to offer the service under a SaaS (Software as a Service) model in which clients pay only for usage. The technology infrastructure, operational support, security and data protection, and backup mechanisms are supported by Accenture and Madiva.

Integrating Services with MashupsA mashup is a web application that combines two or more different services to provide a new integrated service. The content used in mashup applications is generally obtained via public APIs or other methods of exchanging information.

This business setting is a compilation of internal systems and external tools that support multiple processes of formal and informal businesses for each user.

Mashup technology offers institutions the possibility of updating their current systems with external solutions, productivity tools and business processes.

Accenture is developing solutions utilizing mashup technology that combine the application of internal and external sources in order to improve the results of financial institutions’ business strategies and create new value spaces. The sponsors of this initiative are Ramón Bustamante and Miguel Montáñez

30 www.accenture.com

InnovAction Program 31

of influence of an office (a business management tool for non-clients could be developed for a particular office).

Appraisal of High-Value Client Portfolios The real-estate portfolio appraisal service for high-value clients provides financial institutions with a tool for calculating a client’s portfolio, which can help improve the performance of business and investment actions. This service offers the following benefits:

• Comprehensiveclientmanagement: creation of a comprehensive management service for private banking clients, incorporating the appraisal of their real-estate assets into the management of their estate. This increases knowledge about the client, his or her relationships, the portfolio under management and the possibility of cross-selling insurance and real-estate services.

• Improvesalesofhomeinsurance:identifying clients with inadequate or nonexistent home insurance coverage who may be open to an offer because they are paying more than they should.

Online Property Appraisal This service provides financial institutions with a tool for appraising properties upon request by an end client at a lower cost as compared to traditional appraisals. The key benefit is the added value for the client through the creation of a new service of value. The service can be incorporated into the client’s global position, as well as into associated real-estate management services.

This service would:

• Increaseknowledgeaboutclientsby informing the institution about

Appraisal of Real-Estate AssetsThe automatic asset-appraisal service uses technology to provide financial institutions with an efficient and objective model for appraising assets, in order to facilitate compliance with the BIS III framework. It likewise provides the institution with tools that complement current appraisal processes and establish the basis for incorporating future functions based on geopositioning.

Income Estimation ServiceThe income estimation service provides financial institutions with a tool for calculating the estimated income of its clients based on their address of residence.

To improve business results, the income estimation service offers the following applications:

• Incomeestimationfordifficult-to-estimate groups. Estimation of income level of clients to which the institution has applied a less-reliable method or of groups that are difficult to estimate (i.e. the self-employed and clients without strong ties to the institution) and therefore have a long history of cross-selling.

• Formulationofdifferentialplans.Estimation of income level at the moment of client recruitment in order to formulate a differential welcome plan on the basis of income level.

• Preparationofbusinesscampaignstargeting non-clients. Estimation of income level of business campaigns directed at non-clients in order to better segment the target public, reduce campaign costs and improve success ratios.

• Identificationofpotentialclientsand their income level in the area

The applications and solutions for improving business results proposed by Accenture, and based on Madiva software, focus on five main areas with the aim of contributing maximum efficiency.

Improving Business Results

Index

the various properties they own, which makes it possible to estimate a client’s net worth with greater certainty.

• Enhancelinkswithclientsbyproviding a service of value unlike those offered by other entities.

• Increaseopportunitiesforcross-selling associated with the possession of property: home insurance, direct billing, services associated with the buying or selling of real estate. This allows the institution to better manage resources and credit investments by being at the center of the decision.

Proven and TrustedAll of the services and solutions described above are developed with mashup technology using Madiva’s software.

The appraisal of high-value client portfolios is a service developed using mashup technology that is proven and widely trusted. At present, six pilots of the solution are underway at Spanish financial institutions. In addition, a financial proposal has been delivered to more than 15 Spanish financial institutions (banks and insurance companies), as well as to one consumer-goods company. Plans call for the service to be presented to more than 20 financial institutions.

32 www.accenture.com

“Anyone who has never made a mistake has never tried anything new.”Albert Einstein

InnovAction Program 33

high value for our business in terms of client relationships.

Accenture has partnered with AquaMobile (the corporate owner of the solution).

The main projects of this initiative are:

• Theuseofwatermarksinautomobile license plates for security reasons.

• SecurePDF,adocument-securitytool.

A digital watermark is an identification code that is inserted directly in the content of a digital file, such as a document, image, audio, video, etc. The code is a group of bits containing information on the intellectual property of the digital subject being processed, such as copyrights, for example. The purpose is to publicize the illegal use of a particular digital service by an unauthorized user and to provide an instrument for protection against fraudulent activities.

This initiative, sponsored by David Cordero (Accenture Senior Executive of Financial Services), has generated

One offer defined as part of the InnovAction Program was the Innovation Management Office (IMO): a specific model of the leadership, the management and the operation of innovation in an organization. It is being sponsored by Clara Jiménez Piñar (Senior Manager Responsible for the InnovAction Program).

Business activity has been developed for the following industries and clients:

• Banking:Twoinstitutions.• Insurance:Fourinstitutions.

Protection and Security with Digital Watermarks

Leading through the Innovation Management Office (IMO)

• Theuseofwatermarksfortraceability, fraud detection and e-marketing.

• Theuseofwatermarksinbankchecks.

• Theuseofwatermarksinmealchecks.

• Resources:OnecompanyinPortugal.

• Telcoms:Twocompanies.• Hotelsandtransportation:One

organization.• Publicservices:Three

organizations.

Index

34 www.accenture.com

Automated Airbone Electricity Pole Inspections Sponsored by Guillermo Viguera (Accenture Senior Executive of Resources), this idea consists in developing an accurate and reliable system for the automatic inspection of power-line networks and infrastructure.

Power lines require supervision with frecuency requirements and specific data collection in order to ensure integrity and safety, monitor and optimize performance, and minimize maintenance costs and intervention time.

The project requires a system for integrating existing and available technologies, some mature and others emerging:

• Developmentofhigh-definitiondigital cameras and gyro stabilization systems.

• Developmentofimagecorrelationsoftware.

• Developmentofsoftwareforimage analysis and comparison.

• Developmentofautomaticimagediscrepancy detection devices and checkpoints.

There is currently a very large potential market for this initiative, since the problem it addresses is widespread in most countries.

“It is better to know some of the questions than all of the answers.” James Thurber

InnovAction Program 35

Focus on ResultsIn addition to the good business results derived from initiatives implemented in 2010, new tax credits and grants for innovation have been obtained in Spain. There will be two main types of financial aid:

• TaxcreditsonR&D+iprojects.• Subsidies:Avanza(MinistryofIndustry)obtainedin2009.

This financial support has been managed by Ana Belén Abad (Manager of Finance at Accenture).

InnovAction Program 35

Index

36 www.accenture.com36 www.accenture.com

3. Our People is Key

Bottom-Up InnovAction Program 38

Main Roles of Innovation 42

Developing Creativity 44

The InnovAction Program’s key objective is to make the ability and desire to innovate second-nature to all of our professionals, ultimately causing a cultural change along these lines. The philosophy behind the program is that each and every person in the organization, from Junior Programmers to Senior Executives, can and should innovate. This involves a paradigm shift in which innovation, no longer a privilege accorded only to isolated cells in the organization, becomes democratized, spreading throughout the organization and becoming an asset of and for all Accenture employees, and then, really changing our DNA.

From top to bottom and from left to right at the side page: María Vinas Arévalo; Ángel Luis García; Francisco Martínez; Alejandro González; David Leiva; Diego Alarcón; Simon Aboud; Andrés Bernad; Adolfo Rodero; Alberto Bellido; Patricia Fernández; Emilio López; Samira Aidouni; José Enrique García; Jose Ramón Cabrejas; Manuel Núñez; Isabel Camarero; María Mellado; Juan Antonio García; Jesús Castizo; Eva López Suárez; Gotzon Alberdi; Natalia Durán y Jose Luis García.

InnovAction Program 37

“Man is a social creature, and to get aroused, his intelligence needs the buzzing of the hive.”Santiago Ramón y Cajal

Index

38 www.accenture.com

Innovation in the third area focuses on improving Accenture as a workplace, involves generating ideas on how to assist Accenture employees in reconciling their personal and professional lives, in improving professionally, and so on.

In the Bottom-Up InnovAction Program, ideas are defined in terms of local and global business concerns. Decisions about each particular issue or seed are made by the Bottom-Up InnovAction Committee, the DTE Experts Committee, the Innovation Lead and the Innovation Manager.

Bottom-Up InnovAction ProgramIn April 2009, the Bottom-Up InnovAction Program became the first initiative launched as part of InnovAction initiative. The initiative aims to get everyone in the organization, regardless of their business area or hierarchy level, to come up with ideas. This is how Bottom-Up InnovAction was born: trusting in the ability of our professionals to generate innovative ideas, and seeking to use them as a vehicle to facilitate the materialization of those ideas. The program turns our employees’ innovative ability into a tool for progressing and solving the challenges posed by the economy and by clients, as well as for the development of our professionals.

In the Bottom-Up InnovAction Program, innovative ideas are generated in three different and very broad areas: the creation of new products and services, the optimization of internal processes and the improvement of Accenture as a workplace.

The purpose of the first area, the creation of new products and services, is to reinforce our sales agenda, broaden our portfolio to include new products and services, attract new clients and increase profitability.

The second area involves improving Accenture’s internal processes in terms of quality and efficiency. Internal communication and training are just two of the processes targeted by this pooling of innovative ideas for improvement.

Areas of Idea Generation

InnovAction Program 39

What kind of ideas surfaced in relation to products and services? Just over 40% of the proposals were concerning the Banking, Capital Markets & Insurance industry, followed by around 26% from Health & Public Services, 25% from Cross industry and, 9% from Talent & Organization Performance Services.

On the subject of rethinking internal procedures, 11% of the ideas tackled different ways to improve our innovation program (InnovAction).

A large amount of these ideas have been implemented through proofs of concept and real projects, mainly in our programs related to mobility and eHealth.

As an organization, we were able to bring in an outstanding 951 new ideas during 2010.

A significant 36% of the ideas our employees suggested were regarding the innovation of products and services, followed by 30% on mobile applications and MS-surface interfaces.

Another 12% dealt with ideas to rethink internal procedures, 8% on human capital matters (specifically training issues) and 14% were grouped as miscellaneous.

Scouting for Ideas: our Employees Speak Up

• Mobile application and interface surface competition.

• New products and services: banking and insurance.

• New products and services: public authorities, health.

• New products and services: talent and organizational performance.

• New products and services: other.

• Internal processes: innovation.

• Internal processes: sales.

• People: training.

• Other seeds: make us a proposal.

Areas in which Ideas were Developed

What would life be like today if Robert Adler had listened to those who called his invention, the remote control, a useless convenience? At Accenture, we’re committed to your ideas. What about you? www.accenture.com

Index

40 www.accenture.com

Accenture Collaborative Innovation Solution (ACIS), commonly known as Grapevine, an online tool for channeling ideas. This tool operates in a true Web 2.0 style by enabling professionals to share, enhance and vote for ideas at any time and from anywhere. It provides a secure environment that is reminiscent of the forums that abound on the Internet, thus conveying the dynamism and originality of the InnovAction Program to our professionals.

This internal communication plan included various scheduled communication actions that used several different channels, both offline (i.e. signs, etc.) and online, (i.e. SMS, e-cards, videos, etc.). The strategic importance of the InnovAction Program was conveyed by incorporating communications into relevant events such as the half-yearly webcast in which Vicente Moreno shares the company’s results with all of the employees. In fact, this communication plan targeted all of Accenture’s employees: from the most recent hires, who had already learned about the program in the orientation course, to Senior Executives.

Another element that was launched to support the Bottom-Up InnovAction Program was the

Support ElementsOne critical element that has driven the success of the Bottom-Up InnovAction Program from its inception is the availability of an internal communication plan. Since participation in this initiative is voluntary, it was essential to inform and motivate all professionals in the organization to share their enthusiasm and contribute to the program.

To guarantee the sustainability of the Bottom-Up InnovAction Program, emphasis was consistently placed on the ultimate objective of the initiative: the implementation of the best ideas.

Idea Selection ProcessIf participants perceive that their ideas are not being launched, their participation will not last over time. Starting from this premise, we created a Bottom-Up InnovAction Committee, comprising representatives of all industries and lines of service, entrusted with selecting the best ideas. These ideas are then sent to the Country Council; if approved, they are allocated a budget for the first phase: proof of concept. The professionals who contributed to the idea are invited to form part of the team.

The idea selection process is described to employees as an “idea competition,” in which the generators of ideas receive a symbolic reward (the opportunity to participate in an unforgettable experience) but the main reward is the chance to participate in the projects to implement the selected ideas. Additionally, the main contributors to the initiative are designated as Innovation Champions.

InnovAction Program 41

As for intangible results, the value for our employees is very high in terms of satisfaction, motivation, networking and generation of knowledge. To motivate our professionals to participate, we offered them the opportunity to improve their innovation capacity by participating in different experiences, such as attending the Campus Party or visiting the international Accenture Labs.

The impact of this initiative has gone beyond the limits of our organization. It has aroused the interest of clients to whom the program has been presented, giving rise to commercial proposals in which we offer to collaborate on adaptation and implementation within their organizations.

The Success of the Initiative In terms of tangible benefits, the quantitative data show that the initiative has been a success. By the end of 2009, the Bottom-Up InnovAction Program had more than 2,000 users and had generated more than 800 contributions. By the end of 2010, these figures had increased to around 4,000 users and a total of 1,800 contributions.

“Small opportunities are often the beginning of great enterprises.”Demosthenes

Index

42 www.accenture.com

• Believeininnovationandpromoteit daily.

• Providevaluebyidentifyingimportant needs of the InnovAction Program, of the company and of clients.

• Knowhowtoworkasateam;theyrecognize contributions and generate trust.

• ArecapableofspreadingtheSixThinking Hats methodology to other employees.

Their main tasks and responsibilities are:

• Topromoteinnovationandparticipation in the program among their colleagues and the rest of the company, as well as to serve as a resource for employees in the generation of ideas and creative approaches.

Main Roles of InnovationWith an eye to the long term, the InnovAction Program seeks to cause a cultural change, with our professionals overcoming the challenges they face daily through innovation, and to convey this reality to the market.

To achieve this, we created an innovation network, which we call the InnovAction Network, that extends its reach throughout all levels of the organization and taps the potential of those professionals who demonstrate the greatest commitment to the program. This approach achieves two objectives: recognizing the contributions of these committed individuals and building a new channel to vitalize communication and participation in the InnovAction Program.

These are professionals who, with their proactive participation and high degree of commitment to the InnovAction Program, are ideal candidates for spreading enthusiasm for innovation to the rest of the organization and play a key role in the InnovAction Network.

Innovation Champions set an example to their colleagues with practical applications of creativity. They share their enthusiasm and contribute valuable innovation. The professionals designated as Innovation Champions:

• Areconstructive,passionate,committed, motivating, imaginative, dynamic and empathetic.

• Haveanopenmindandacreativeattitude.

Innovation Champion

“What drives and carries the world forward are not machines, but ideas.”Victor Hugo

InnovAction Program 43

Some Innovation Champions have already presented the InnovAction Program in their respective work areas and geographies (AMC, Health & Public Services, the Nigeria office, the Seville office, etc.).

• Toidentify,generate,contributeand promote the generation of innovative business ideas in the InnovAction Program.

• Toformandconveyapracticalperspective on their environment that incorporates creative-thinking techniques (such as Six Thinking Hats).

• Tocommunicatetheobjectivesand results of the program to their colleagues and the rest of the company.

• Toparticipateintheinitiativesandin the coordination of the InnovAction Program.

• Toleadinnovativeideas.

• Toconcernthemselveswithdeveloping and broadening their knowledge in these techniques, as well as any other novel ones.

Creativity Champions are role models who demonstrate the desired attitude for any Accenture professional in terms of participation in the InnovAction Program. This designation is intended to distinguish these individuals within the InnovAction Network as true leaders of Accenture’s innovative activity.

The Creativity Champions are chosen from among the Innovation Champions on the basis of their contribution and constant commitment to the InnovAction Program. They hold individual and group creativity meetings with their teams, and may also support other teams by leading creativity meetings for third parties.

Although we are still in the process of determining the intangible benefits of this designation, value creation is evident.

Creativity Champion

Accenture Innovation Champions: Alejandro González San Román, Manager at IT Strategy, Accenture; and Eva López Suárez, Manager at Talent and Organization Performance, Accenture.

Index

44 www.accenture.com

“Genius is 1% inspiration and 99% perspiration!”Thomas Alva Edison

Developing CreativityThe implementation of an idea proposed by one of our professionals was added to the various initiatives undertaken to materialize the cultural change mentioned above. The idea was to include training in creativity techniques as part of the training curriculum offered to our professionals in order to facilitate and encourage the entire organization’s innovative capacity.

InnovAction Program 45

The objective of the course is to learn how to plan and lead individual and group creativity sessions; what techniques are the most effective at generating ideas; how to effectively evaluate and choose from among multiple ideas; how to attain the support, motivation and commitment of others; and how to turn an idea into a successful project.

The technique has generated a high level of satisfaction and motivation, and therefore value, among our employees.

A total of 35 people from various categories and work areas participated in the course. The diverse backgrounds of the participants served to enrich the sessions.

The Six Thinking Hats course was very well received by participants.

In order to select the most suitable training program, we researched the most innovative creativity techniques and the various suppliers of training courses of this sort. Two courses were ultimately selected: Six Thinking Hats and Green Hat techniques provided by Actitud Creativa.

As a first step, prior to extending this training program to the rest of the company, a pilot project involving Innovation Champions was undertaken. This improved the Innovation Champions’ capacity for innovation and rewarded them for their commitment to the InnovAction Program.

The first course in the creativity training program covers the Six Thinking Hats technique. This course provides tools to facilitate and streamline team decision-making, thereby improving the efficiency of meetings while encouraging creativity.

The Six Thinking Hats technique was developed by Edward de Bono, a leading authority in the field of creative thinking, innovation and the direct teaching of thinking as a skill. Six Thinking Hats is a powerful technique that makes it possible to analyze a decision from several different points of view, including creative, positive, cautious, intuitive and objective. The technique forces a change in the customary way of thinking and helps people to form different views of a situation.

Six Thinking Hats

Patricia Fernández Navas, Manager at Talent and Organization Performance, Accenture.

Index

46 www.accenture.com

This year, the course had 12 participants from various categories and work areas. Their diverse backgrounds served to enrich the sessions.

The second course in the creativity training program delves into the Green Hat techniques. This course broadens the range of techniques for generating innovative ideas introduced in the first course.

The Green Hat is the hat of creativity, which is used to propose innovative alternatives to address new business challenges, such as designing a new product or service, improving relations with clients, etc.

The technique has generated a high level of satisfaction and motivation, and therefore value, among our employees.

The activities mentioned above were conceived as a means of changing some of the bases of our model (training, innovation network, etc.) in order to spur cultural change. With this objective in mind, another series of specific activities has also been planned.

Digital Encounter with Luis BassatAs part of the InnovAction Program’s series of digital encounters, on 17 May our professionals had the opportunity to participate in a digital encounter with Luis Bassat entitled “Innovation and Creativity as Key Factors of the Enterprising Spirit.”

Luis Bassat, founder and honorary president of the Bassat Olgivy group, is a point of reference in the Spanish advertising world. He has received more than 400 national and international awards, and directed

Green Hat

Additional Activitiesthe Spanish version of the program “The Apprentice” on laSexta. He has had many successes and ideas over the course of his professional career–which he likens to a long-distance race–in the complex world of advertising.

This encounter generated a high level of satisfaction and motivation, and therefore value, among our employees.

This event was a success: 300 people connected directly, 86 questions were posed and 70 received a reply during the hour-long digital encounter.

The skills generated by these initiatives include a creative attitude, openness towards new approaches and solutions, and a high level of involvement by professionals. All of our employees feel that they form part of a project, and this feeling

directly increases their motivation, as well as their alignment with the innovation strategy and business performance. As a whole, the team shines, and this is reflected in its creativity; the most important thing is that the staff are all pulling in the same direction.

InnovAction Program 47

By the participants in the ‘Six Thinking Hats´ course:

“Excellent initiative, brilliant teacher and class dynamics and classmates. Congratulations.”

“I think it would be interesting to offer this to more people. Given the characteristics of the technique on which the course is based, the more people are aware of it, the more rewarding it is.”

“I think we should attend the other two Six Hats training courses.”

“A grand initiative, dynamic, participatory and of great personal depth.”

Index

48 www.accenture.com

4. A Reference in InnovationThe second major component of the InnovAction Program is the Accenture Market Positioning. Accenture Spain makes its innovative capacity known by means of an effective internal and external communication plan comprising several initiatives. This enables us to establish a meeting point with organizations and professionals that share innovation-related objectives and values.

From left to right: Andrés Barge-Gil, Assistant Professor, Department of Economic Analysis II (Quantitative Economics), Complutense University of Madrid; Paloma Sánchez, Professor of Applied Economics and Director of the UAM-Accenture Chair of Economics andInnovation Management; Juan PedroMoreno, Spain Innovation Lead of Accenture and President of the UAM-Accenture Chair of Economics and Innovation Management; Juan Tomás Hernani, Secretary-General for Innovation of the Spanish Ministry of Sciences and Innovation; Massimo G. Colombo, Professor of Economics of Technical Change at Politecnico di Milano; José María Sanz, Dean of Autonomous University of Madrid (UAM); and Vicente Moreno, Country Managing Director of Accenture for Spain, Portugal, Africa and Israel.

Universities 50

Bankinter Foundation of Innovation 58

Campus Party Europe 62

Innovation Lunches 64

Index

Through its Chair of Economics and Innovation Management, Accenture has developed a model for collaboration with the Autonomous University of Madrid. By focusing on several lines of work, the Chair aims to align academic research with the reality of the business world.

The general objective of this Chair is to actively increase the presence of the business sector in the UAM’s teaching and research activities in a field that is clearly critical for economic growth and well-being. It also aims to help the University gain confidence in business knowledge and experience so that its activities will adequately respond to the needs of society.

50 www.accenture.com

UniversitiesThis initiative aims to build bridges between academia and the business world by establishing agreements that promote innovation and the entrepreneurial spirit of universities.

UAM-Accenture Chair

Annual AwardThe UAM-Accenture Chair offers an annual award for a research project in Economics and Innovation Management.

The current economic crisis has forced the European Union in general, and Spain in particular, to face a new scenario in which former economic recipes are proving inefficient. To a much greater degree than before, innovation must form part of business strategy and of any new policies that are implemented if we wish to return to a path of economic growth.

Against this backdrop, the slogan of the 2009 award was: “Innovation as a lever for growth and progress toward a new productive model.”

Under the umbrella of this broad topic, the following aspects may be contemplated jointly or individually:

InnovAction Program 51

(Polytechnic University of Milan) for a study entitled The innovation impact of the allocation of decision authority in the acquisition of high-tech startups: Integrating competence-and resource-based theories with multi-task agency theory.

• Mr.AndrésBarge-Gil(ComplutenseUniversity of Madrid) for a study entitled Open innovation for Spanish firms? An empirical analysis of its adoption and performance.

The prize was mentioned by several of Spain’s leading business dailies (including Cinco Días and Expansión).

The second edition of the Award was announced on 12 July 2010. The slogan of this year’s competition is: “Knowledge Management and Intellectual Capital in Organizations: A Path Towards Fostering Innovation.”

The following individuals sit on the panel of judges for this year’s edition:

• Juan Pedro Moreno: Managing Partner at Accenture and Chairman of the Board of Directors of the Chair.

• Prof.M.PalomaSánchez:Professor of Applied Economics at the Autonomous University of Madrid and Director of the Chair.

• JuanTomásHernani:Secretary-General for Innovation at the Spanish Ministry of Science and Innovation.

• Prof.BaruchLev:DirectoroftheVincent C. Ross Institute of Accounting Research and Professor at New York University’s Stern School of Business.

• Prof.HannoRoberts:ProfessorofManagement Accounting at the Norwegian School of Management

• Innovationasalever,whichisnecessary to increase productivity in companies, to transform the productive model of society in the new digital era, and to guarantee sustainable enterprise and corporate social responsibility in the new post-crisis economic model.

• Socialnetworksandglobalcollaboration as tools for development and progress and not as threats.

• Factorsofdevelopmentinaninnovative corporate culture during crisis periods.

• Thedilemmabetweenradicalandincremental innovation, as well as the profitability and viability of each during crisis periods.

On 11 January 2010 at the Accenture headquarters, the panel for the first annual research award of the UAM-Accenture Chair of Economics and Innovation Management gathered for a meeting presided by Mr. Juan Pedro Moreno (see Appendix).

Excellent Research from Around the WorldFollowing an analysis of the studies nominated for the award, the panel noted the interest generated by the topic of the contest, demonstrated by the submission of 19 studies, undertaken by researchers from 13 different countries (Belgium, Denmark, Spain, the United States, Greece, Holland, Italy, Peru, Poland, Portugal, the United Kingdom, Sweden and Switzerland). The panel also verified the high scientific level of the majority of the studies. Following its deliberations, the panel unanimously resolved to grant the award, ex aequo, to the following two studies:

• Mr.MassimoG.Colombo,Mr.Diego D’Adda, Ms. Evila Piva, Ms. Cristina Rossi Lamastra

and Nanyang Business School (Singapore).

• Dr.JesúsBanegas:PresidentofAMETIC.

• CarmenVela:GeneralManagerofIngenasa.

Thesis and Dissertation TutoringThe UAM-Accenture Chair provides tutoring and advice for academic papers, doctoral theses and dissertations on innovation applied to various industrial sectors.

Work is currently underway on a thesis entitled The Capacity for Innovation in Companies.

Publications of the ChairThe Chair has undertaken a study entitled The Role of Innovation in a New Spanish Economic Model: Requirements for Success.

Over the past few decades, numerous theoretical arguments and abundant empirical evidence have been put forth to illustrate innovation’s clear positive effects on the growth and development of economies. It has been sufficiently proven that new information and communication technologies increase innovative capacity and therefore the benefits to society overall. In spite of this, Spain has yet to adequately utilize its scientific and technological potential to generate innovation. This hampers Spain’s quest for sustained growth and the creation of quality employment as it emerges from the current crisis.

The purpose of the study is to provide Spanish economic agents and society in general with clear messages on the role that innovation should play in our model for future growth. Such messages should be the result of a diagnosis of the current situation, the definition of a strategy with regard to sectors, groups, areas and other activities of great potential, and the implementation of

Index

52 www.accenture.com

therapeutic measures to turn this potential into clear medium- and long-term realities.

Three Key Areas of ExpertiseThe study begins of a superficial review of the available data on Spain with an eye to preparing a diagnosis. The core of the study is a forecast analysis developed on the basis of a series of expert consultations following the Delphi methodology. The intention was to bring together a group of 100 Spaniards who are experts in their respective fields. The experts had been taken from the following three areas:

• Corporate:leadingSpanishbusiness executives with demonstrated capacity for enterprise and innovation.

• University:renownedresearchersin economics and innovation policy.

• Government:currentandformerofficials responsible for the design and execution of science, technology and innovation policies at various levels (municipal, regional, national and the European Union).

The study was undertaken by a team from the Autonomous University Madrid and Accenture led by Ms. Paloma Sánchez, Professor of Applied Economics and Director of the UAM-Accenture Chair of Economics and Innovation Management. She had an Advisory Council comprised of recognized researchers in this field from other universities, as well as experts from the business and political spheres.

The goal was to publish the results at the end of the Spanish presidency of the European Union in June 2010 in order to maximize the media impact.

The Delphi methodology used in this study is based on iterative consultation. In all, 93 experts participated in the first round and 85 in the second.

The report was published and presented to the media and to a select group of clients in July, the month in which Spain ended its European presidency.

Knowledge & Technology Transfer The Autonomous University of Madrid manages and promotes research through its Research Results Transfer Office (OTRI), whose main objective is to increase awareness about R&D+i currently undertaken by research groups and to facilitate the transfer of the resulting knowledge to society.

Its main activities are:

• Thecreationofcompanies,centering on consultancy, the monitoring of enterprising ideas and financial intermediation.

• Themanagementofintellectualproperty by means of legal counsel, application for patents, and patent publication.

On 20 April 2010, the Foundation of the Autonomous University of Madrid, through the OTRI, hosted the First Research and Transfer Conference: Information and Communication Technologies.

During the conference, researchers set forth, by way of discussions and posters, their lines of research aimed at increasing the visibility of research and transferring to society the R&D+i carried out at the UAM.

The conference targeted companies, entities, researchers and students interested in learning about the current research activity and capacity

of the UAM’s Superior Polytechnic School.

Fourteen research groups took part in the conference, including a biological neurocomputation group with which Accenture, through the UAM, has a collaboration agreement for the commercialization of an artificial nose.

“Breakfast with Innovation” at UniversityOver the course of 2010, three Breakfasts with Innovation were held with important figures from the academic world: Ulf Johanson (Sweden), Baruch Lev (USA) and Philippe Laredo (France). In total, 140 people (students, professors and researchers) attended these breakfasts.

The first Breakfast with Innovation of the year took place on 5 March. The invited speaker was Professor Ulf Johanson from Mälardalen University (Sweden) and the title of his talk was: “Co-production of Knowledge Between the University and Society: The Example of a Swedish Project.” Prof. Johanson mostly publishes research on knowledge management and intellectual capital, with a focus on human resources.

The event was chaired by the Dean of the Faculty of Economics and Business, Prof. Ana López, and by the Vice Chancellor for Postgraduate Studies, Prof. Ángel Rodríguez. The audience was made up of professors and researchers from the University and people from management services and the business world.

The second Breakfast with Innovation took place on 28 May. The speaker was Professor Baruch Lev from New York University and the title of his talk was: “Measuring the Quality of Management: The Ultimate Intangible for innovation.” Prof. Lev has received numerous awards for his research. He is considered one of the main

InnovAction Program 53

UAM-Accenture Chair Communication Campaign• Development of a report entitled

The Role of Innovation in the New Spanish Economic Model.

• Advertising in two business newspapers: Cinco Días and Expansión.

• Save-the-date email and invitation mailing sent to 3,650 contacts (signed by the CEO of Accenture SPAI, the Rector of UAM and the President of AETIC).

• Personal follow-up by Senior Executives.

• InnovAction telestration video to present our capabilities.

• Print copies of the report delivered to attendees together with a “credit card”-model pen drive including the full report and Accenture’s InnovAction telestration video.

• Online tactics such as Accenture.es, including a report page and a page on universities and Accenture.

• Report promoted on Accenture’s social-media pages, for example on Twitter and Facebook.

• Launch communicated in internal communications such as the Accenture al Día newsletter in July 2010.

• A media-relations strategy that generated coverage in at least five newspapers, including in-depth interviews with Juan Pedro Moreno (Accenture), Paloma Sánchez (UAM) and Jesús Banegas (AETIC) in Cinco Días (Tier 1), as well as coverage in ADN, Empresa Exterior and 20 Minutos.

• Report sent to the 85 participating experts with personalized letters.

• Report sent to clients with a personalized email from our Senior Executives.

• Follow-up mailing with report sent to 2,000 of Accenture’s clients and 300 universities.

• Distribution of print copies of the report in Accenture offices.

• Distribution of the report in forums in which Accenture participates.

• Event and cocktail party at an innovative location (Rafael del Pino Auditorium), networking opportunities for clients and positioning through high-level government speakers, presentation of the report. Awareness-generating invitations to the event were sent to more than 200 universities, 500 institutions and government bodies, 2,000 Accenture alumni, 870 Accenture C-level clients and UAM contacts, and the 85 experts who contributed to the research. We received confirmation of interest in attending the event from 235 professionals.

• The event was ultimately attended by 125 professionals from the business community, universities and government bodies, including 8 CEOs and 17 of the experts who contributed to the report.

Index

54 www.accenture.com

technology and innovation management at the University of Manchester. His main research fields are high-impact innovation and knowledge dynamics in brand-new scientific fields such as nanotechnology.

The event was chaired by the Vice-Dean of the Faculty of Economics and Business, Prof. Herenia Gutiérrez, and Ignacio Horcajo, Senior Executive at Accenture. On this occasion, the audience was made up of professors and young PhD and master’s students.

On all three occasions, Prof. Paloma Sánchez, Director of the Chair, introduced the main speaker. A long discussion between the speaker and members of the audience took place in each case.

international experts on measuring and managing intangibles and intellectual capital and he is director of a major worldwide research center on these topics at New York University.

The event was chaired by the Dean of the Faculty of Economics and Business, Prof. Ana López, by the Vice Chancellor for Innovation and Transfer of Technology, Prof. José Dorronsoro, by the Vice Chancellor for Postgraduate Studies, Prof. Ángel Rodríguez, and by Ignacio Horcajo, Senior Executive at Accenture. The audience was made up of numerous academic figures from various universities, as well as professionals and PhD students.

The third Breakfast was held on 5 November. The initial presentation was given by Prof. Philippe Laredo. The title of his talk was: “Innovation in the University of the 21st Century.” Prof. Laredo runs a PhD program on

“What we know is a drop of water; what we ignore is the ocean.”Isaac Newton

Arístides Senra, Director of the Center for Business Creation, UPM.

InnovAction Program 55

Index

Project MentoringAs part of this program, project consulting is offered to high-potential startups. This service involves the following actions:

• Monitoringfromtheinitialphasethrough the incorporation of the company.

• Analysisofprojectviability.

• Ongoingconsultancy.

• Guidanceindraftingthebusinessplan.

• Trainingactionsaimedattheneeds of the team.

• Visibilityforinvestorsandsupportin the search for financing.

The purpose of the UPM Enterprise Creation Program is to create companies with high growth potential. Its work is focused on four pillars: the business idea, the team, the resources that support the project, and the business model that will emerge from the other three concepts.

Over the past five years, this program has generated 661 teams and close to 100 company plans, provided consultation on more than 200 projects, and created 64 companies. The program has had a failure rate of less than 15%, and some of the projects generated have had significant national and international achievements.

Accenture contributes to the entrepreneurial spirit of the Polytechnic University of Madrid through priority sponsorship of its Enterprise Creation Program, which involves training, mentoring and collaborating with new companies.

UPM Enterprise Creation Program

“It is likewise sufficiently proven that the new technologies of information and communications favor the increase of the innovative capacity and the profiting therefrom by society overall.”

56 www.accenture.com

• BusinesscreationthroughtheActúaupm contest (six editions have been held, with the seventh currently underway).

UPM-Accenture WorkshopThis initiative consists in developing informational and training sessions aimed at giving a practical vision and economic value to projects developed by the Polytechnic University of Madrid.

The faculties were Alberto García Arrieta, Bruno Ott, Clara Jiménez and Jesús Amores.

The workshop was held on 30 June 2010 on the UPM campus and had various objectives.

MethodologyThe workshop’s methodology was essentially more practical than informational. The objective was to furnish specific know-how and good

Objectives of the UPM-Accenture WorkshopTo provide know-how and positive related practices for evaluating technologies, assessing their innovative potential, and determining their optimum market positioning.

To improve the competitiveness of the R&D generated at the UPM and boost outreach to the productive sector by means of technologies generated by the university’s various research groups and spin-offs.

To define and discuss specific strategies for the commercialization of high-tech products and services, with emphasis on the keys and methodologies that should be taken into consideration to

practices regarding the aforementioned objectives. Participants were encouraged to share their viewpoints in outlining the cases and issues, and even to discuss the problems that they face in their activity. Because of this approach, it was essential to consider the investigative and technological profile of many of the expected participants.

The workshop targeted technological entrepreneurs from the Actúaupm program, R&D groups from the UPM, and innovation managers from the university’s departments.

Program During the workshop, participants addressed a range of subjects, such as “Emerging Technological Trends and Industries: Opportunities for Doing Business,” “Innovation Models; Business Intelligence to Bring Technology to the Market,” and “The

Global Marketplace: The Process of Capturing and Marketing Technology: Case Studies.”

The participants rated the workshop very highly: nearly 90% gave it one of the two highest scores, and there were no negative ratings.

improve the connection between the supply and demand for technology.

To provide successful case studies on the commercial exploitation of high-tech products and services that specify the factors that support a final market orientation.

To provide guidance on those technological sectors deemed in the near future to be a potential source of business opportunities, while justifying this wager with data on economic trends and market value.

To emphasize the importance of an ongoing systematic analysis of information on an

organization’s environment (in terms of technology, strategy, sales, user trends, etc.) as a tool for improving its commercial positioning or for the early detection of business opportunities.

InnovAction Program 57

Index

58 www.accenture.com

Two studies were published in 2010: Cloud Computing, based on the conclusions of the expert forum held in November 2009, and The Art of Innovation and Entrepreneurship, published in November 2010, which included the conclusions of the June 2010 forum.

(See www.fundacionbankinter.org.)

In 2010, like every year, two expert forums took place: one in June about “The Art of Innovation and Entrepreneurship”, which was published in November 2010, and another one in December about “The Internet of Everything”, which will be published in May 2011.

Bankinter Foundation of Innovation

The FTF is the first neutral, multi-sector, multidisciplinary forum on prospection and innovation. It works to detect social, economic and technological trends, analyzes the possible impacts of the detected trends, and publishes its conclusions in order to stimulate innovation in Spain. The Bankinter Foundation of Innovation brings opinion leaders and experts in various areas of knowledge together twice a year to anticipate the immediate future, with a horizon of three to six years.

Accenture collaborates with the FTF by proposing experts from among our professionals to participate in the forums. It provides the Bankinter Foundation of Innovation with the know-how and experience of a team of professionals that works with them continuously, mainly to develop publications containing the forum’s conclusions.

Cloud Computing, published in May 2010, was based on the conclusions of the expert forum held in November 2009 and The Art of Innovation and Entrepreneurship, published in November 2010, was based on the conclusions of the June 2010 forum.

Future Trends Forum

Through its InnovAction Program, Accenture collaborates with the Bankinter Foundation of Innovation on its Future Trends Forum (FTF) by assisting in the realization and dissemination of this independent opinion leader’s work on prospection and innovation. Accenture provides the FTF with all of its knowledge assets and its extensive experience in turning companies and institutions into high-performance organizations.

From left to right: Eva López Suárez, Manager at Talent and Organization Performance, Accenture; Juan José Güemes, President of the International Center for Entrepreneurial Management, IE Business School; María Antonia Otero, Chairman of Innotarget; Javier Corsini, Consultant at Finance Performance Management, Accenture; and Arístides Senra, Director of the Center for Business Creation, UPM.

InnovAction Program 59

Number 13. Cloud Computing: The Third Wave of Information Technology

This publication is the result of an analysis by Future Trends Forum experts. It examines what can be considered the next technological state of a society evolving towards globalization. Citizens, companies and the public sector want to access information at any time and from any place, and as a result this information can no longer be hosted in their personal computers. The cloud solves this problem by centralizing computing resources and services through specialized suppliers that make the resources available to their customers in the same way energy suppliers do. The publication analyzes the advantages and challenges of this tendency, which affects all sectors and actors of society.

Number 14. The Art of Innovation and Entrepreneurship: When Ideas Become Wealth

This publication is the result of an analysis by Future Trends Forum experts. It takes a look at what ingredients are necessary for innovation and entrepreneurship to take place in our society. The government, business, the educational system, people, social relations and corporate social responsibility are the six main parts that make up the puzzle of innovation.

Index

60 www.accenture.com

• 18 articles on trends in the art of innovation and entrepreneurship, with an estimated readership of more than 280,000 people.

At the internal level, this initiative is detailed on a microsite in the Research and Analysis section of the Accenture website: (http://www.accenture.com/Countries/Spain/Research_and_Insights/FTFBankinter.htm). The site offers links to all of the studies in both Spanish and English so that Accenture clients and employees can access them.

Furthermore, the main conclusions are published in various newsletters targeting different audiences.

The publication of studies is accompanied by a comprehensive communication plan with a high degree of media impact. First, a printed copy of the publication is sent to all Accenture clients to whom the content may be of interest based on their sector or area of work.

Accenture invites its clients to rounds of conferences at which the main conclusions of the studies are presented. These conferences are held in various Spanish cities, including Bilbao, San Sebastian, Barcelona, Valencia, Alicante, Malaga, Seville, Madrid and Santiago de Compostela.

The publication of any study is accompanied by an extensive communication plan:

• The website of the Bankinter Foundation of Innovation received 72,541 visits in 2010.

• The magazine of the Bankinter Foundation of Innovation was sent to more than 135,000 people each month.

• Nearly 700 people attended lectures on “Cloud computing” forum held in Madrid (148), Santiago de Compostela (52), Valencia (89), Seville (190), Barcelona (107) and Bilbao (110).

• More than 220 people attended

lectures on “The Art of Innovation and Entrepreneurship” forum held in Madrid.

Communication Plan

• The Bankinter Foundation of Innovation’s network of experts is composed of more than 299 top-level executives. These individuals have participated in some of the FTF’s meetings, actively take part in the FTF’s ongoing activities, and receive the organization’s reports. This participation ensures visibility among top executives.

• Bankinter sent out a total of 179 print copies of The Art of Innovation and Entrepreneurship, for example to 72 FTF members, a dozen universities, 56 journalists, etc.

• Accenture distributed 300 print copies of Cloud Computing at the Alumni Cup.

• Accenture sent copies of Cloud Computing to 819 clients (Products and Health & Public Services).

• All of the studies are posted on Accenture’s recruiting web page: http://careers3.accenture.com/Careers/Spain/NoticiasAccenture/

• The reports were sent to 70,000 Accenture candidates in the recruiting newsletter.

In 2010, the following news items were published:

• 10 articles on trends in social innovation, with an estimated readership of more than 90,000 people.

• 17 articles on trends in cloud computing (including one piece in the New York Times), with a total estimated readership of more than 425,000 people.

• Co-brandingstrategylinkedtotheinnovation concept.

• CloserelationsbetweenAccentureand the Bankinter Foundation of Innovation.

• Accenture’srecognizedroleas“principal collaborator”.

• ParticipationofourSeniorExecutives in the expert meetings.

Key Elements for Success

• Useofallavailabledistributionchannels to publicize the conclusions of the studies.

• Wide-ranginginternalcommunication plan.

The sustainability and long-term success of this collaboration project depend on several key elements:

Accenture Target Audience for FTF Reports Communication Plan

Bankinter clients

External

Media

Opinion leaders• Institutions• Business schools• Universities

Accenture candidates• Students• University graduates

Accenture clients

Private sector• CEOs and Presidents • Directors of Strategy• Directors of Corporate Development• Directors of Marketing• Sales Directors• Customer Service Directors• Human Resources Directors

Public sector• Directors-General • Deputy Directors-General • Councillors and Deputy Councillors• Secretaries

Internal

• Bankinter employees• Senior Executives of

Accenture Spain• Employees of Accenture

Spain

InnovAction Program 61

Index

62 www.accenture.com

In addition to sponsoring the Campus Party, the InnovAction Program rewarded its Innovation Champions, a total of 20 people, by facilitating their participation in the event. One of these Innovation Champions, Alejandro González San Román, presented the Bottom-Up InnovAction Program to all of the attendees.

As co-sponsors of the innovation area, the InnovAction Program was highly visible to authorities such as the Spanish Minister of Science and Innovation and the Mayor of Madrid.

Campus Party Europe

Campus Party is recognized as the world’s greatest event for online technology, creativity, leisure and digital culture. This annual encounter brings together thousands of participants and their computers from all parts of the world for the sole purpose of sharing concerns, exchanging experiences and undertaking all types of computer-related activities, communications and new technologies. For four days, 800 youths from 27 EU countries participated in activities such as conferences, workshops and challenges that were based on three areas of knowledge: science, digital creativity and innovation.

The InnovAction Program wants to be wherever talent and innovation are to be found. It wants its image to be unconsciously associated with both concepts. With this goal in mind, it was decided that the program would sponsor the Campus Party Europe that took place in Madrid in April. The event also had the support of the European Commission.

Click to see video.

Talent and Innovation

InnovAction Program 63

4 days

800 youths

27 EU countries

“Nothing great in the world has been accomplished without passion.”Friedrich Hegel

Innovation delivered through Spanish Passion

Index

64 www.accenture.com

corporate social responsibility, are values on the rise. At the same time, the business world is being affected by phenomena such as globalization, deregulation and technological changes, and this has forced organizations to reinvent themselves in order to maintain their profits.

The capacity for innovation is a key element in how a company responds to the challenges of this context and therefore generates value. This innovative capacity feeds off of the other intangible assets while at the same time acting as an element to enhance them. Prof. Lev believes that companies make errors when managing and evaluating these key intangible assets, and that this damages the evolution of the companies themselves. The expert proposes a revolutionary method of furnishing standardized information on a company’s value chain and business model to the capital markets

Innovation Lunches

The special guest at one of these encounters was Professor Baruch Lev. Prof. Lev’s topic at the Innovation Lunch was “The Importance of Innovation: From Intangible Assets to Value for the Company.”

The appeal of this talk stems from the fact that we live in the knowledge era, in which the intangible assets of companies, such as human capital, brand image and

so as to convert innovation into value for the shareholder.

The Innovation Lunch targeted directors of human resources, marketing, corporate social responsibility, etc. Turnout among our clients and professionals was high: 23 participants from various public and private institutions and 12 from Accenture representing various industries.

Baruch Lev

The InnovAction Program aims to strengthen the association between the idea of innovation and the Accenture trademark. Innovation Lunches bring our clients and professionals face-to-face with leading experts in the area of innovation and creativity so that they can network and acquire know-how.

InnovAction Program 65

The topic addressed by Prof. Philippe Laredo was: “Highway to Innovation: Key Aspects to Thrust Innovation for the Upturn.” “Innovation is a fashionable word for all strategists and analysts of business activities. Catchy words abound: open innovation, globalization, delocalization, startup firms… What lies behind them, and how can we link them together to give an overview of the fast and sharply changing face of innovation activities? This presentation will provide an overview of what I consider the four key lasting trends in which innovation takes place: open innovation and globalization, institutional transformations, underlying knowledge dynamics, and innovation and democracy,” explained Prof. Laredo.

The second lunch of the year was organized to share the thoughts of Philippe Laredo, Professor at the Manchester Business School, University of Manchester, and Director of Research of the Research Group on Technology, Territories and Societies (LATTS) at the École des Ponts in Paris. He has participated in numerous evaluations at both the national and European levels. For instance, he recently served as a member of the FP6 2004 Monitoring Panel, was a rapporteur of the OECD-BMBF conference on evaluation (Berlin 2005) and co-wrote the recent OECD report on recent trends in evaluation.

The Innovation Lunch targeted general managers, innovation directors, IT directors, etc. Participation among our clients and professionals was high: 19 participants from various public and private institutions as well as 7 from Accenture representing various industries.

Philippe Laredo

Among the 100 Best Ideas

Accenture’s innovative brand image has been further reinforced by accolades won by innovation projects begun during the 2010 year. In particular, the well-known Spanish magazine Actualidad Económica chose the InnovAction Program as one of the 100 best ideas for projects, services and products to come out of Spanish companies.

Index

5. Forward ThinkingSustainability is a key word for life as it is for business. The InnovAction Program is conceived as an investment in the future: investment in innovation feeds a virtuous cycle that contributes to the sustainability of our business. This virtuous cycle is fed by the generation of value in the form of new innovative ideas, which translate into new income–part of which may be reinvested in InnovAction. For this to happen, it is vital to guarantee the continuity of the initiatives already launched in order to maximize the investment made and continue generating new value.

66 www.accenture.com

Our People’s Innovative Ability 68

Spreading Innovation 70

Generating Economic Value 72

Rodrigo Álvarez, Senior Manager at Financial Services, Accenture, and his son.

“Living is not simply existing, but rather existing and creating, knowing pleasure and suffering, and not sleeping without dreaming. To rest is to begin to die.” Gregorio Marañón

InnovAction Program 67

Index

68 www.accenture.com

The Bottom-Up InnovAction Program will continue to be one of the main sources of innovation in our company. We plan to develop the Grapevine so that it responds even more successfully to our business reality. New seeds will be created for selected projects, so that the “smart mob” (collective intelligence) can work together to improve the service we give to our clients by responding to their needs in new and innovative ways. The “business as usual” approach to projects will therefore be replaced with a new business vision focused on the creation of innovation value.

Our People’s Innovative AbilityFor the InnovAction Program to make the ability and desire to innovate second-nature to all of our professionals and thereby bring about a cultural change, it needs to have a long-term vision. This vision must feed the roots of our InnovAction Program, which originate in our people’s innovation capacity.

Bottom-Up InnovAction Program

The implementation of the best ideas will continue to form the core of the Bottom-Up InnovAction Program. This will ensure that participants can perceive the program’s added value and will provide a guarantee of the program’s sustainability.

Our objetive is to continue extending the roots of our InnovAction Network throughout all levels of the organization and feed off of those professionals who demonstrate the greatest commitment to the program. Through communication and recognition for major contributions, we will continue encouraging our professionals to participate in the program. One channel for doing this will be to internally promote the role of Innovation and Creativity Champions. These individuals will be given specific tasks that will involve them in implementing their ideas and extending the InnovAction Program throughout the company.

Main Roles of Innovation

David Cordero, Senior Executive at Financial Services, Accenture.

“Inspiration exists, but it has to find you working.”Pablo Ruiz Picasso

Index

InnovAction Program 69

Our medium-term objective is to introduce a training program on creativity techniques as part of the core training curriculum of all our professionals, and to bolster the innovative capacity of the entire organization. In the short term, we will continue with the first steps taken this year to expand the potential audience for these courses.

Developing Creativity

The nature of the program makes it clearly dependent on trends and changes in the marketplace. Our objective is to anticipate to these trends and respond to them through innovation. For that reason, we are open to putting in place different initiatives that will be introduced as needed. In any case, we will continue organizing digital encounters with important figures in the world of innovation and creativity.

Anticipating the Future

70 www.accenture.com

UPM Enterprise Creation ProgramAccenture will maintain its sponsorship of the UPM Enterprise Creation Program, which will involve training, mentoring and collaboration between with high-potential companies. We will continue with project mentoring and UPM-Accenture workshops as well. Finally, we plan to increase the number of alliances with startups from the UPM and thereby generate a source of innovation for our clients and a marketplace for the academic community.

UAM-Accenture Innovation ChairWe will maintain our collaboration with the Autonomous University of Madrid through the Chair of Economics and Innovation Management, thereby increasing the presence of the business sector in the University’s innovation-related teaching and research activities. Also, we plan to keep on supporting the annual award for a research project in Economics and Innovation Management.

We plan to continue building bridges between the academic and business worlds as a way of spreading the benefits of the virtuous cycle of innovation beyond our boundaries.

Universities

Spreading InnovationThe InnovAction Program will continue to take into account our brand and corporate image, both for our clients and for our organization. We aim to make the innovative capacity of our organization known by furthering existing initiatives and adding new ones as neccesary.

InnovAction Program 71

Accenture will persist in its long-term collaboration with the Bankinter Foundation of Innovation on the Future Trends Forum (FTF), assisting in the realization and dissemination of this independent opinion leader’s work on prospection and innovation. Our interest in this collaboration is now even stronger, due to the new objective it has established for the coming years: to develop an innovation agenda for Spain and implement it by means of a specific action plan involving major figures in the economic, public and business arenas.

Inspired by the success of this initiative over the last year, we plan to organize new Innovation Lunches for the coming year in order to strengthen the association between the idea of innovation and the Accenture trademark. We have already identified relevant international figures in the innovation arena that are well known for being ahead of the times. We will do our best to bring these people to our lunches and facilitate contact between them and our clients.

Bankinter Foundation of Innovation

Innovation Lunches

“He who receives ideas from me, receives instruction himself without lessening mine; as he who lights his taper at mine receives light without darkening me.”Thomas Jefferson

Index

72 www.accenture.com

Generating Economic Value In order to generate economic value, we will continue to promote initiatives to improve and expand the range of products and services, get a higher return on projects, conquer new markets and increase our number of clients.

In order to make ideas happen, we will continue to develop the most appropriate projects. This involves:

• Selection of the best ideas generated during the year, determining their technical and economic feasibility, and assessing the potential business opportunity.

• Budget allocation.

• Team building.

Within this initiative, we aim to define, develop and deploy one or more platforms to give economic value to all innovative assets, whether generated internally or taken from the outside through our radar function, from universities or from the companies.

Furthermore, our open innovation model will continue to explore startup businesses, business angels and venture labs, among other groups, with the final objective of developing a marketplace that captures and comercializes innovation generated mainly in Spain.

In order to ensure that programs related to innovation have added financial support, we will select certain projects to be presented to the next public-subsidy campaign and included in their reports.

Innovating, detecting new products and services that satisfy the consumers’ demands, and opening the way for new solutions and models adapted to the current situation: these are the responsibilities of all agents involved in the innovation process.

Accenture accepts its share of responsibility as a driver of new ideas that help businesses to evolve by satisfying their clients. Constant development is a must in keeping on top, and it is impossible to evolve without using innovation as a lever.

Proofs of Concept Marketplace Focus on Results

InnovAction Program 7373 www.accenture.com

6. Playing TalentVicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Te-resa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejan-dro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johan-son Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guiller-mo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Igna-cio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Te-resa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejan-dro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johan-son Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guiller-mo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Igna-cio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén

Index

Two waves of Innovation Champions

First wave:

Alberto Bellido de la Cruz, Programmer - Solutions / ATS / SAP

Andrés Bernad Aisa, Senior Manager - Consulting / OG / FS

Natalia Durán Rodríguez-Hervada, Analyst - Enterprise / Facilities & Services

Patricia Fernández Navas, Manager - Consulting / AMC / Organization Management

Juan Antonio García García, Programmer - Solutions / END / SAP

Ángel Luis García Gómez, Level D - Services / AO / SAP

Alejandro González San Román, Consultant - Consulting / SIT – TA / H&PS – Cross Industry

David Leiva Fuente, Manager - Consulting / SIT – TA / Technology Architecture

Eva López Suárez, Manager - Consulting / AMC / Organization Management

Francisco Martínez Bernabé, Senior Systems Analyst - Solutions / CRO / Data Architecture

Manuel Núñez Pose, Consultant - Consulting / AMC / Supply Chain & Operations

José Enrique García Cuervo, Systems Analyst - Solutions / VOD / Java

Isabel Camarero, Manager - Consulting / AMC / Enterprise Performance Management

Second wave:

Adolfo Rodero Cosano, Senior Manager - Consulting / OG / CHT

Esther Lastanao, Consultant - Consulting / SIT – IFS / Industry Applications

Gotzon Alberdi Salsamendi, Manager - Consulting / OG / Resources

Jesús Castizo Mantas, Systems Analyst - Solutions / CRO / Oracle

José Luis García, Analyst - Consulting / SIT ATC / Application Renewal

Emilio López Berenguer, Programmer - Solutions / VOD / Java

María Mellado, Manager - Consulting / AMC / Talent Management

Samira Aidouni, Senior Manager - Consulting / SIT – IFS / Industry Applications

Carlos Sánchez Mateo, Analyst - Consulting / SIT – IFS / Industry Applications

Simon Aboud, Level C - Services / BPO / HR Service

María Vinas Arévalo Santiago, Programmer - Solutions / FS / Hostcentric

Jose Ramón Cabrejas, Senior Systems Analyst - Solutions / ANY / Oracle

Diego Alarcón, Specialist - Enterprise / Finance

Participants:

Mr. Juan Pedro Moreno, Partner and Director of Accenture and Chairman of the Board of Directors of the UAM-Accenture Chair of Economics and Innovation Management, in his capacity as chairman of the panel.

Ms. M. Paloma Sánchez, Professor of Economics at the Autonomous University of Madrid, Director of the UAM-Accenture Chair of Economics

and Innovation Management and Professor in the MEGIN Program, in her capacity as secretary of the panel.

Mr. Juan Tomás Hernani, Secretary-General for Innovation of the Spanish Ministry of Science and Innovation, in his capacity as panel member.

Mr. Antonio Hidalgo, Full Professor at the Polytechnic University of Madrid and Professor in the MEGIN Program, in his capacity as panel member.

1st Research Award of the UAM-Accenture Chair in Economy and Innovation Management

74 www.accenture.com

Ms. Mónica Martínez, former Managing Director of the Bankinter Foundation of Innovation, in her capacity as panel member.

Mr. José Molero, Professor of Economics at the Complutense University of Madrid and Professor in the MEGIN Program, in his capacity as panel member.

Mr. Pedro Luis Uriarte, former President of Innobasque, in his capacity as panel member.

InnovAction Program 75InnovAction Program 75

José Ignacio López Sánchez, Complutense University of Madrid

Francisco Marín Pérez, AETIC

Federico Mayor Menéndez, Autonomous University of Madrid

Jordi Molas Gallart, CSIC (Spanish Scientific Research Council)

José Molero, Complutense University of Madrid

Jesús Morcillo Bellido, Philips Ibérica

Patricio Morcillo Ortega, Autonomous University of Madrid

Juan Pedro Moreno, Accenture

Vicente Moreno, Accenture

Juan Mulet, COTEC Foundation for Technological Innovation

Félix Fernando Muñoz Pérez, Autonomous University of Madrid

Emilio Muñoz Ruiz, CSIC (Spanish Scientific Research Council) and CIEMAT

Rafael Myro Sánchez, Complutense University of Madrid

Mikel Navarro, Basque Institute of Competitiveness

José Emilio Navas López, Complutense University of Madrid

Eduardo Ojero Pascual, Serco Gestión de Negocios, S.L. and European Space Agency

César Orgiles Barceló, INESCOP (Technological Institute for Footwear and Related Industries)

Pere Escorsa Castells, IALE Tecnología

Carlos Escribano Villa, AAMS Iberica, S.L.

Ignacio Fernández de Lucio, CSIC (Spanish Scientific Research Council)

Aníbal Figueiras Vidal, Royal Academy of Engineering

Clara Fornés Mifsud, Institute of Chemical Technology (UPV-CSIC)

Alfonso Gajate, IslaLink

Isabel García Tejerina, Fertiberia

Clara Eugenia García, Spanish Ministry of Science and Innovation

Xabier Goenaga Beldarrain, European Commission

Alfonso González, EOI

Manuel Hermenegildo, IMDEA Software, Polytechnic University of Madrid

Antonio Hidalgo Nuchera, Polytechnic University of Madrid

Elena Huergo Orejas, Complutense University of Madrid

Carlos Iglesia, Microsoft Ibérica

Francisco José Jariego, Telefónica I+D

Jon Landeta Rodríguez, Institute of Applied Business Economics (UPV/EHU)

Gonzalo León, Polytechnic University of Madrid

Ana Lledo Tarradell, BT Spain

Miguel Ángel López Peña, Sistemas Avanzados de Tecnología, S.A. (SATEC)

List of experts

L. Fernando Álvarez-Gascón Pérez, GMV Internet Global Solutions

Francisco Aparicio Izquierdo, INSIA - ETSII - UPM

Enric Banda, “la Caixa” Foundation

Jesús Banegas, AETIC

Lisardo Bosca Gomar, CSIC (Spanish Scientific Research Council)

Mikel Buesa Blanco, Complutense University of Madrid

Jesús Burgos Martín, Institute of Astrophysics of the Canary Islands

Cecilia Cabello Valdés, FECYT

Juan Antonio Cabrera Jiménez, CIEMAT

José Antonio Calero Martínez, Aleaciones de Metales Sinterizados, S.A.

Carolina Cañibano, Rey Juan Carlos University

Marcelo Castellanos Beltrán, CSIC (Spanish Scientific Research Council)

Juan Manuel Castro, AMPER, S.A.

Ana Belén Cristóbal López, Solar Energy Institute, Polytechnic University of Madrid

Víctor Manuel Díaz Díaz, Alcatel-Lucent

Susana Elena Pérez, Inst. Prospectiva Tecnológica, C. Común Investigación, CE

María Isabel Encinar del Pozo, Autonomous University of Madrid

Advisory Council

Index

76 www.accenture.com76 www.accenture.com

Alberto Sánchez Martínez, Bruker Biosciences Española, S.A.

Antonio Sánchez Valderrábanos, Bitext

José de la Sota, Madri+d Foundation for Knowledge

Luis Beltrán Talamantes, SDG TECEN, Directorate-General for Armament and Material, Spanish Ministry of Defense

Juan Tomás Hernani, Spanish Ministry of Science and Innovation

Daniel Torres Mancera, Spanish Secretary of State for Telecommunications and Information Society

Pedro Luis Uriarte, InnoBasque

Antonio Vázquez Barquero, Autonomous University of Madrid

Carmen Vela Olmo, INGENASA

Xavier Vence, University of Santiago de Compostela

Javier Vendrell García, AETIC

Sebastián Vieira, Autonomous University of Madrid

Manuel Villén Naranjo, Obras Huarte Lain, S.A. (OHL)

Campbell Warden, Institute of Astrophysics of the Canary Islands

José Manuel Oton Sánchez, Polytechnic University of Madrid

Federico Pablo Martí, University of Alcalá

Rafael Pampillón Olmedo, IE Business School

Martí Parellada, School of Economics and Business, University of Barcelona

Carlos Pastor, Complutense University of Madrid

Fernando Pina Caballero, DEIMOS Space

José Manuel Pingarrón Carrazón, Complutense University of Madrid

Beatriz Presmanes Arizmendi, Department of Education, Autonomous Region of Madrid

Antonio Pulido San Román, Autonomous University of Madrid

María José Ramos, Green Planet Environmental Consulting, S.L.

Jaime Rey Tapia, Gesfor Group

Rafael Rivilla Palma, Autonomous University of Madrid

Carmen Rodríguez Augustín, Spanish National Institute of Aerospace Technology

Miguel Ángel Rodríguez, Ericsson Spain

Andrés Román, Sony España, S.A.

Carlos Sagasta, Abertis Telecom

Jorge Sáinz, Department of Education, Autonomous Region of Madrid

Vicente Salas Fumás, University of Saragossa

InnovAction Program 77InnovAction Program 77

Philip Lader, Non-Executive Chairman of the WPP Group and Trustee of the Bankinter Foundation of Innovation - WPP Group

Carlos Mira, Vice President of the Bankinter Foundation of Innovation and Chairman of Acalis Systems - Acalis Systems

Peter Nicholson, President and CEO of the Council of Canadian Academies and former Deputy Chief of Staff and Policy in the Office of the Prime Minister of Canada - Council of Canadian Academies

María Antonia Otero, Executive Chariman of Innotarget and Board Member of Jazztel - Innotarget

Rita Rodríguez Arrojo, Director of the Intangible Area of Bankinter and Trustee of the Bankinter Foundation of Innovation - Bankinter

Javier Santiso, Director of Telefónica International - Telefónica

Stephen Trachtenberg, President Emeritus at George Washington University and Trustee of the Bankinter Foundation of Innovation - Bankinter Foundation of Innovation

Po Chi Wu, Executive Director of the Global Innovation Research Center, Visiting Professor at the School of Software and Microelectronics (Peking University) and Managing Director of DragonBridge Capital, LLC - DragonBridge Capital, LLC

Carlos Vidal, Former President of Accenture and Trustee of the Bankinter Foundation of Innovation - Accenture

Art of Innovation and Entrepreunership Forum

Experts who participated in the forum which took place in June 2010 and whose conclusions were published in November 2010.

Speakers

Feras Abu Ibrahim, Prime Minister’s Office and Policy Advisor - UAE

Pedro Arboleda, Partner - Monitor

Arturo Azcorra, General Manager - CDTI

Nir Elperin, Vice President - Arba Finance Company Ltd.

Gil Forer, Global Director, Venture Capital (VCAG) - IPO Initiatives in Ernst & Young Global

Daniel Isenberg, Professor of Management Practice, Babson College, and Founding Executive Director - Babson Entrepreneurship Ecosystem Project

Larry Keeley, CEO - Doblin Group

Dr. Tan Chin Nam, Chairman of MDA, former Permanent Secretary of Singapore’s Ministry of Information, Communications and the Arts, and Trustee of the Bankinter Foundation of Innovation - MDA

Tim Rowe, CEO of Cambridge Innovation Center - Cambridge Innovation Center

Dr. AnnaLee Saxenian, Dean and Professor of the School of Information and Professor in the Department of City and Regional Planning at the University of California, Berkeley - University of California

David Scott, Executive Director of the Executive Affairs Authority of Abu Dhabi - UAE

Joseph Silva, Founder - TMCITY

Attendees

Fernando Alfaro, Former Director of the Innovation Area of Bankinter and Trustee of the Bankinter Foundation of Innovation - Madiva

Carlos Bhola, Partner of Celsius Capital and Co-founder and CEO of Kikin - Celsius Capital

Ángel Cabrera, President - Thunderbird School of Global Management

Heiner Dreismann, Senior Management Executive and former President and CEO of Roche Molecular Systems, Inc. - Roche Molecular Systems, Inc.

Alejandro Fernández, Founder - Fractalia

Juan José González, International Director of Strategy - Indra

Joel Kurtzman, President of the Kurtzman Group and former Editor of the Harvard Business Review - Kurtzman Group

Richard P. Kivel, Chairman of the MIT Enterprise Forum and Trustee of the Bankinter Foundation of Innovation - MIT Enterprise Forum

Soren Kristensen, Lead Senior Executive of Accenture’s North American Innovation Performance Practice - Accenture

Index

78 www.accenture.com78 www.accenture.com

Internet of Everything Forum

Experts who participated in the forum which took place in December 2010 and whose conclusions will be published in May 2011

Speakers

Tom Lee, Professor in the Electrical Engineering Department at Stanford University and Founder of the SMIrC Laboratory - Stanford University

Jens Schulte-Bockum, CEO of Vodafone Netherlands - Vodafone

Paul Lalancette, International M2M Sales Director at Accenture - Accenture

Neil Gershenfeld, Director of the Center of Bits and Atoms at MIT - MIT

Robin Chase, Founder of Goloco (ZIPCAR) and Meadow Networks - Goloco

Adrian Wooldridge, Business and Finance Editor at The Economist - The Economist

Francisco Romero, Business Development Director at Telvent Energy - Telvent Energy

Robert Hamilton, Product Manager at Google Mobile Team - Google

Paul Horn, Senior Vice-President and Director at IBM Research - IBM Research

Juanjo González, International Director of Strategy at Indra - Indra

Marc Bense, General Manager of Gentag Europe and CEO of TopTroniQ - Gentag

Andrew Gilbert, President of Qualcomm Europe - Qualcomm

Emily Green, President and CEO of Yankee Group Research, Inc. - Yankee Group Research, Inc.

Peter Hirshberg, CEO of the Re:imagine Group and former Chairman of Technorati - Re:imagine

Joseph Charles Kvedar, Founder and Director of the Center for Connected Health - Center for Connected Health

Paolo Gaudiano, President and Chief Technology Officer of Icosystem - Icosystem

Attendees

Emilio Méndez, Director of the Center for Functional Nanomaterials (CFN), winner of the 1998 Prince of Asturias Award for Technical and Scientific Research - Center for Functional Nanomaterials (CFN)

Arturo Azcorra, General Director at the Centre for the Development of Industrial Technology (CDTI) - CDTI

Ángel Cabrera, President of Thunderbird School of Global Management - Thunderbird School of Global Management

Alejandro Fernández, Founder and CEO of Fractalia - Fractalia

Jong Lok Yoon, Senior Executive Vice President of the R&D Group, Korea Telecom - Korea Telecom

Javier Foncillas, Founder and CEO of Pocket Widget - Pocket Widget

Fernando Alfaro, Founder of Madiva and former Head of Innovation of Bankinter - Madiva

María Antonia Otero, Executive Chairman of Innotarget and Board Member of Jazztel - Innotarget

Adam Trachtenberg, Director of LinkedIn’s Developer Network - LinkedIn

Wilfried Vanhonacker, Dean of the Moscow School of Management SKOLKOVO - Moscow School of Management SKOLKOVO

Dr. Leo Anthony Celi, Co-Founder of Sana Mobile, Staff Intensivist at Beth Israel Deaconess Medical Center and Research Scientist at the Massachusetts Institute of Technology - MIT

Gordon Feller, Director of the Cisco Internet Business Solutions Group (IBSG) Public Sector Practice, Urban Innovations Team - Cisco

Chris Meyer, Founder of Monitor Talent - Monitor Talent

Stephen Trachtenberg, President Emeritus of George Washington University - George Washington University

Rita Rodríguez, Director of Intangibles at Bankinter - Bankinter

Richard Kivel, CEO of Rhapsody Biologics, Chairman of the MIT Enterprise Forum - MIT Enterprise Forum

María José Alonso, Professor of Pharmacy and Pharmaceutical Technology at USC and Trustee of the Bankinter Foundation of Innovation - USC

Phillip Lader, Non-Executive Chairman of the WPP Group - WPP Group

Michael Schrage, Research Fellow at the MIT Sloan School’s Center for Digital Business - MIT Sloan School’s Center for Digital Business

Juan Rosas, Managing Director at FIBK - Bankinter

Carlos Bhola, Partner at Celsius Capital and Co-founder and CEO of Kikin - Celsius Capital

InnovAction Program 79

Innovación

Innovatsiooni

Inno

voin

nin Pagbabago

Nysköpun

Innovation

InnovasjonInnovazzjoniNaujovés

Risi

Inno

vasi

e

Innowacji

Innovare

Yeni

lik

Arloesi Innovação

Nuálaíocht

Nuálaíocht

Innovatie

Innovacije

Inovací

Inovácií

Inov

asi

Inno

vazi

one

Inov

äcija

sΚαινοτομία

革新

Инновации혁신

Инов

ација

イノベーション

Inov

acija

Index

Copyright © 2011 Accenture. All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.