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We believe in skills-based learning, and we think that people become skilled through alternate routes. Not every path is the same path, and we do a lot of work with the apprentice programs here in New York and across the US.

We are a people-led organization that prioritizes skills-based training, so we hire based on that same belief. This has a big effect on the communities in which we live and work. Attaining a 4-year degree is not always feasible, so we pride ourselves on being a leader not only for ourselves, but for other organizations.

We need to take active roles and understand the data and the skills gaps that people can be trained to fill. These individuals end up having very fruitful careers and reach those higher levels of pay through different routes. Clients count on Accenture to help them during a variety of economic times. The need to change and the need to transform is always relevant. During an unsteady time like the pandemic, more companies changed and embraced new business models.

I believe in the presence of our brand, and it is a different type of brand investment. Consistent investment and increased investment are right for our brand. As you might imagine, we are good forward planners at Accenture.

I see consistent if not smarter investments. For me that means being able to increase investment and brand. For example, we have gone through an important transformation of our marketing communications function. We adopted our own technology—the same technology we use with clients—to ensure that our people were investing their time and talent on more creative and strategic tasks.

Competitive space is always interesting in professional services as capabilities change. You must have a very strong brand foundation to know the core DNA of who you are. If you look at Accenture, for example, we have a very varied competitive set. We understand where we differentiate ourselves and the value we can bring to our clients. What I focus on is consistency and simplicity.

The shift in competition makes it even more important to double down and stay focused. There are a lot of amazing brands and companies that we do business with or compete against. Ideally, you can follow your brand strategy and stay true to the core of who you are. Accenture is an optimistic and tenacious organization.

We believe in potential, and we know how to get there. This is how we approach client issues and opportunities, and how we approach our own evolution. Accenture is a tireless organization and so highly energetic.

This is why I love my job so much. Fragmentation and complexity are the hardest things we deal with as marketing experts. Impressive leaders in our space thrive and deal with difficult challenges that are thrown at them every day. With that said, great brands still emerge. At Accenture, our business strategy is confident and reflects how our brand shows up in the market and how we communicate with our employees, stakeholders, and customers. Kramer joins Accenture with more than 20 years of Madison Avenue experience, serving most recently as executive vice president at BBDO, where she drove award-winning advertising and integrated marketing campaigns for several Fortune companies.

Jill Kramer, managing director of advertising for Accenture. With approximately , people serving clients in more than countries, Accenture drives innovation to improve the way the world works and lives.

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Accenture Launches Accenture Cloud First With $3 Billion Investment

WebJill Kramer is Chief Mktg & Communications Ofcr at Accenture PLC. See Jill Kramer's compensation, career history, education, & memberships. WebMay 4,  · NEW YORK; May 4, – Accenture (NYSE: ACN) today announced that Amy Fuller, chief marketing & communications officer, will retire from the company at the . WebFive Questions with Jill Kramer, Chief Marketing and Communications Officer, Accenture We believe there is a shift from organization-led brands to brand-led organizations (e.g. .