ACCA recently launched an innovative new delivery model that progresses ACCA’s purpose, vision and strategic ambition and offers the maximum value for their students and members.
The model includes several key strategic shifts that concentrates on how ACCA plans, executes, operates and fundamentally re-defines the way they work as an organization, across almost every aspect of their work.
From strategic insights and analytics focusing on agility of decision making, where ACCA has already started to establish a center of excellence to lead this work and enhancing their stakeholder proposition, it is coupled with capitalizing on their Intellectual Property (IP) by ensuring that it is used and reused for maximum effect that focuses on reshaping the way they work.
ACCA will maximize on their unique market presence by leveraging on their global brand and focus on high value relationships, partnerships, enhancing recognition, building engagement and communities, developing the profession and enhancing ACCA’s influence and reputation. ACCA will furthermore work on strengthening their policy development and public affairs to improve relationships, recognition and enhance impact with the community
ACCA’s 'Go to market' plan will bring together further IP development, communications and market planning, minimizing duplication. Thinking digital first, they will maximize global and borderless engagement, enabling greater reach and increased engagement, and provide self-service customer journeys. This will be backed by their globally distributed teams, that will leverage their global talent and stay close to stakeholders.
As per Nilusha Ranasinghe, Head of South Asia at ACCA, the focus is on being driven by insights and analytics and measuring impact, which sets out where they choose to add value that on a scale that makes a difference to their students and members globally.
Their IP, content creation and communications form the basis of a global plan, which will address market needs and avoid duplication. It also concentrates on providing a clearer focus on relationships, maximizing their unique and global market presence, building engagement and meaningful partnerships, as well as a sense of community that contribute to developing the profession.
Nilusha stated “we don’t think about the delivery model in the context of a straight line, given the complex nature of our business. Instead, it reflects much of the value we create, and is the unique combination of everything we do that creates value for our stakeholders.”
She further noted “the way we deliver to the market has served us well. It is a true testament to everyone’s commitment and effort to achieve the best outcomes for our customers. However, the speed of change over recent times has fundamentally changed customer perceptions and needs and accelerated the shift to digital, all of which provides opportunities for us to continue to transform how we serve our customers best. We’ve looked holistically at how we plan and deliver in the future, our end-to-end processes, how we embrace digital first and how to maximize the value we deliver to the market by enhancing our relationships. These shifts will allow us to achieve a more joined up approach and enhance the customer experience through optimizing how we do things”.
Speaking of the intended reach planned globally Nilusha stated that they will operate across 3 regional clusters that will include the Asia Pacific (APAC)region comprising of Maritime South East Asia (MTSEA), Mainland South East Asia (MLSEA), SANO (Singapore, Australia, New Zealand & Oceania), Pakistan, South Asia (Sri Lanka, Maldives, Nepal, Bangladesh, Member Engagement Community), the Europe, Middle East, America (EEMA) region consisting of Southern Europe, Ireland, Poland, Ukraine, Middle East and Central Europe and the individual Markets that will include, India, United Kingdom (UK), Africa and China.
