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As the Sales Lead for Accenture's Operations Service Group within the Central and Eastern…
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Ajit Sharma hat dies geteiltOutcome-based pricing comes in two versions - while it's well known or understood but loved the articulation from Usman. Version 1 > changes the invoice. Version 2 > changes how work gets delivered. Here's the tell: On a repeatable engagement ( or renewals ) where price and quality stay roughly constant, does delivery effort fall over successive cycles? If not, you rewrote the contract, not the operation. The reason Version 2 is rare is procurement. It can benchmark an ERP migration. But a compounding library of encoded decisions—built from your firm's own unstructured data across a thousand engagements—has no reference point. No switching cost calculation. No exit strategy. Therefore Procurement correctly refuses to lock in :-) This is why the real shift isn't happening at the pricing layer (where earnings calls happen). It's happening at the contract form layer—platform JVs, ownership consolidation, new equity structures—where firms can hold and compound the encoded assets procurement can't price in a classical SOW. Bringing it together for Finance transformation, this matters more than most realize. The difference between running Version 1 (same O2C, P2P, R2R process templates across clients) and Version 2 (each engagement teaches the AI what succeeded, shrinking delivery effort while margins hold) is not a service level agreement. It's the architecture you build the contract around. If we are selling Finance outcomes but our delivery team rebuilds from scratch each time, we are not compounding. We are billing differently. Services firm driving transformation need to solve that and accelerate and amplify with AI.Ajit Sharma hat dies geteiltMcKinsey says a quarter of its revenue is outcome-based, and PwC's CEO has publicly committed to move the firm off hourly billing. Yet when you look at public equities in the consulting and BPO space, margins and revenue‑per‑head aren’t moving the way that story implies. Outcome-based pricing has two versions, and the debate conflates them. Version 1: Changes the invoice. The firm prices on outcome, the client pays against it, and the next engagement starts from scratch. Version 2: Changes the work. Each engagement captures which parts followed a pattern and which required judgment, so delivery hours per outcome fall over successive engagements while the outcome price holds steady. Only Version 2 compounds. The tell is operational and lives in the firm's own data: on a repeatable service, do delivery hours fall across successive engagements? If yes, the work is changing. If not, only the invoice is. However, Version 2 has a procurement problem. A compounding judgment library cannot be benchmarked and cannot be exited cleanly, and procurement refuses what it cannot price. So the real move is happening one layer down. Accenture's 2025 Telstra deal was a $700M AUD seven-year equity JV, not an SOW moved to outcome pricing. A different contract form entirely. The invoice is not what's changing. The contract it sits on top of is. Link to the full essay in the comments.
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Ajit Sharma hat dies geteiltLarge scale transformation / Reinvention - most institutional inefficiencies don't survive scrutiny. They survive mythology. "This is how we have always done it" rarely means it's optimal. It usually means one of two things: a) It hasn't been benchmarked. No one has held it up against an external reference, a peer model, or even an internal counterfactual. The process exists because it was designed once, in a different context, for a different scale — and no one has had the discomfort of asking whether it should still exist at all; or b) someone's identity is wrapped around it. A function - A title - A legacy - A team structure - A reporting line. The inefficiency isn't protected by logic — it's protected by familiarity. I was reminded of this recently while working on a large transformation deal. We had spent weeks building what we believed was a genuinely reinventive solution. The feedback from the client was swift: "You're not listening. This is not how we work here." And they were right, in a way. We weren't proposing how they work. We were proposing how they could work. What that moment really meant — and I've learned to hear it differently now — is that something in the proposal had touched a nerve. Either the process in question had never been held up to an honest external mirror. Or someone in the room had built their career around it. Sometimes both. Bringing my mathematical metaphors - changing direction or magnitude of a vector requires applying a transformation matrix. The origin stays the same. But where the organisation points, and how far it can reach, is entirely different - see picture. That's what genuine reinvention looks like: not a translation, but a reorientation. T · v → T(v) This is why so many Finance transformations stall before they ever reach the technology layer. The blockers aren't technical. They're deeply human. Real reinvention requires two uncomfortable acts — benchmarking what hasn't been benchmarked, and separating process ownership from personal identity. The first is a data problem. The second is a leadership one. CFOs who drive genuine transformation aren't just buying technology or outsourcing FTEs. They're creating the space to say: the way we built this made sense then. It doesn't anymore. That's not a failure of the past. That's the beginning of something better!
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Ajit Sharma hat dies geteiltLove this piece from HFS/Phil. The move from seats and FTEs to tokenomics and outcomes feels not just inevitable, but overdue. The end of per‑seat pricing is closer than many think. Tokenomics is the bridge—but outcome‑based value is the destination and makes it strategic!From Cost Obsession to Outcome Ambition: How Agentic AI takes us to Tokenomics and ultimately Outcome-based ValueFrom Cost Obsession to Outcome Ambition: How Agentic AI takes us to Tokenomics and ultimately Outcome-based Value
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Ajit Sharma hat dies geteiltThe next 2-3 quarters are truly the window to get the foundations right. Many companies are still treating AI as a bolt-on experiment instead of a fundamental transformation. Strong data + talent strategy will separate the leaders from the laggards. Talent readiness being the biggest challenge resonates deeply. We've seen organizations with great tech stacks still struggle because they haven't reskilled their people fast enough. The operating model shift is critical.Ajit Sharma hat dies geteiltWhat does it take to accelerate value from AI? Enterprises have a window to build the foundations that make it real, from strong data and redesigned processes to a modern digital core, operating model and talent strategy. Accenture’s Chief Strategy and Services Officer, Manish Sharma, shares what organizations need to prioritize to realize AI's value. Read the full report: https://accntu.re/4vwhSW2 [Video description: Video shows Manish Sharma, Accenture Chief Strategy and Services Officer, speaking to camera. He shares that organizations have the next two to three quarters to prepare for AI at scale. He outlines four focus areas: strong data foundations, streamlined processes, a modern digital core, and an operating model with reskilled talent. He notes that talent readiness will be the biggest challenge and urges leaders to move quickly].
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Ajit Sharma hat dies gepostetWeekend reflections - As Rory McIlroy enters the final two rounds of the 2026 Masters with the largest 36-hole lead in the tournament's history, what does he say? "... You don't have to remind me not to get ahead of myself." That is not false modesty. That is the discipline of a champion who has learned — painfully — what happens when the mind races ahead to the outcome. In 2011, Rory held a four-shot lead going into the final round at Augusta. He shot 80. The ghosts of that Sunday followed him for over a decade. He didn't slay them by becoming more talented. He slayed them by learning to stay present — one shot, one hole, one round at a time. This is perhaps the most underrated skill in high-performance — whether on a golf course, a leadership setting, or in a boardroom. The outcome is seductive. The lead feels like a destination. But outcomes are lagging indicators. They are the result of a thousand micro-decisions made under pressure, where the temptation to protect what you have replaces the instinct to keep doing what got you there. The moment you start playing not to lose, you stop playing to win. What Rory is doing this week at Augusta is a masterclass in process discipline. Lay up from the trees, execute the short game, chip in from 30 yards on the 17th — not because the scoreboard demands it, but because the process calls for it. In sales ( the practice that I am in ), in transformation ( the context that I am in ), in leadership ( the role that I am in ) — the discipline is identical. Own your preparation, trust your method, stay in the moment. The scoreboard will take care of itself. Watching Saturday and Sunday with great interest. But whatever happens — the lesson is already complete. And yes — I have Rory's autograph. Got it recently. Some things you hold onto, not because of what they're worth, but because of what they represent. Today, it feels a little more special. Come Sunday evening, it may feel historic. #Masters2026 #ProcessOverOutcome #Leadership #Sales #RoryMcIlroy #highperformance
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Ajit Sharma hat dies geteiltWishing you and your family a joyful Easter filled with warmth, togetherness, and renewal. May this season bring fresh beginnings — both in spirit and in all that you hold close. From Frankfurt to wherever the day finds your loved ones, may it be a beautiful one !! Happy Easter! 🐣 Picture: Eguisheim village, Alsace region
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Ajit Sharma hat dies geteiltAgentic AI isn't just the next wave — it's a fundamental rethinking of how work gets done. The shift from AI-assisted to AI-autonomous is happening faster than most enterprises realize. Invested time in this program, in part powered by Stanford University, to move from instinct to structured thinking on agentic systems — especially as F&A, Operations, and Business workflows get reimagined-reinvented from the ground up. Here is my verified achievement from Accenture. #reinventor #reinventionservices #agenticai
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Ajit Sharma hat dies geteiltWe celebrate #WomensMonth with a deep dive into the world of AI! 🚀 Join Accenture leaders Keri Smith, Teresa Tung, and Alice Chen as they discuss the "starting line" for AI diversity, the shift in data strategy, and why now is the time to be bold in enterprise reinvention. Explore everything from vibe coding to the realities of scaling AI to production. Don’t miss this insightful conversation on how we’re inventing the future of AI together. Listen on Spotify – https://accntu.re/3NIeB4X Listen on Apple – https://accntu.re/4bHX7h1 #Accenture #WomenInAI #GenerativeAI #TechLeadership
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Ajit Sharma hat dies geteiltThe future of talent is here. Our Talent Reinventors report reveals that organizations embracing a distinctive talent strategy are delivering real value for their people and their business. Discover how your organization can balance human ingenuity with intelligent technology to create workplaces where people and #AI learn, grow, and thrive together: https://accntu.re/4cPAYQqTalent, Reinvented: Delivering value in the age of AITalent, Reinvented: Delivering value in the age of AI
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Ajit Sharma gefällt dasAjit Sharma gefällt das🇮🇳 Wrapping up a packed few days in India: I loved being on the ground with our teams and partners as we accelerate outcomes across Product & Technology. Spending time with our engineering, platform and Data & AI teams, it was great to see the real progress and results being delivered. 🚀 A few reflections from what I saw firsthand: 🛠�� Product engineering & software excellence Our teams are embedding AI and automation directly into how we build and deliver, with tangible impact on pace, quality and consistency. Highlights included AI‑assisted engineering embedded across the software development lifecycle, including impact analysis, testing and security, contract‑driven development to shift‑left integration and reduce defect leakage, and tools like Release IQ, using knowledge graphs and grounded retrieval to turn complex Salesforce release notes into actionable, role‑specific insights. 🧠 Data & AI ecosystem at scale The focus has decisively moved from foundations to adoption and value. Live demos showed AI operating securely in production, including human‑in‑the‑loop AI agents automating high‑volume contact‑centre tasks within Salesforce, reducing manual effort and errors while maintaining control and trust. We also saw platform‑led services, such as API‑first pricing for Telstra International, demonstrating how reusable, data‑driven capabilities are accelerating time‑to‑market globally. 🌍 👏 Outstanding execution from our India teams From platforms and observability through to adoption and frontline enablement, the demos spoke for themselves. It was great to see strong engineering practices and customer outcomes coming together so clearly. 🤝 Partnership done properly While in India, I also spent time with three of our key strategic partners, Accenture, Cognizant and Infosys, including joining Manish Sharma at the Accenture Global Analyst Summit. Our mindset on AI and technology leadership is clear. Technology, especially AI, is moving too fast for any organisation to go it alone. By working through deep, strategic partnerships, rather than a long tail of transactional relationships, we’re able to tap into our partners’ innovation, scale and thought leadership, while staying tightly focused on delivery, accountability and outcomes that matter for Telstra. Thank you to everyone who hosted, challenged and shared ideas so openly. This trip reinforced my confidence that we are delivering real value for our customers, our teams and our Connected Future 30 strategy. ⭐ Looking forward to what we build next, together. 🙌 Sumit Gupta, Vineet Mehta, Akshay Bennur, Sunil Menon, Arnab Chakraborty, Manish Sharma, Ganesh Ayyar, Bali (Balakrishna) Doddaballapur
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Ajit Sharma gefällt dasAjit Sharma gefällt dasEurope is about to make digital identification as simple as unlocking your phone. This is the ambition behind eIDAS and the European Digital Identity Wallet. Yesterday, I had the honor of welcoming attendees to the second day of the eIDAS Summit, one of Germany’s leading conferences on digital identities and trust services, hosted by Bitkom. Federal Minister Dr. Karsten Wildberger put it clearly in his keynote: the EUDI Wallet is one of the most important digital projects of this decade for Germany. At its core, #eIDAS lays the foundation for a trusted European digital single market – where identities work seamlessly across borders. Making this a reality now requires aligned standards, close collaboration, and systems that truly interoperate. Across Europe, progress is becoming visible. Countries including France, Poland, Germany, and Italy are starting to test real use cases and move towards interoperable solutions – including digital identification in public services and the foundations of a European Business Wallet. The opportunity is huge: for citizens, businesses, and Europe’s competitiveness. If we maintain our current pace, secure digital identification across Europe could become a given in a few years. #DigitalIdentity #EUDIWallet Accenture DACH
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Ajit Sharma gefällt dasFinancial services is at an inflection point, particularly in how firms unlock operating leverage through AI-enabled transformation. I’m delighted to be joining Tech Mahindra to lead transformation at scale for some of the world’s largest banking institutions. I look forward to driving meaningful impact alongside one of the strongest teams in the industry, and to reconnecting with many of you in the coming weeks.Ajit Sharma gefällt dasWe’re delighted to welcome Anil Venuturupalli onboard. Anil is a seasoned technology and banking leader with over 25 years of global experience spanning strategy, transformation, digital innovation, and core banking. He has led large‑scale initiatives across Asset & Wealth Management and Private Banking, holding senior global CIO and COO leadership mandates. As SVP, Global Head of the Banking & Products Group and Chief Product Officer for the Financial Services (FS) vertical at Tech Mahindra, Anil will be driving domain‑led innovation, strengthening our banking platforms and product portfolio, and building differentiated, market‑relevant solutions for global financial institutions. He will also play a key role in accelerating growth and expanding revenue for the FS business by aligning product investments with market opportunities and client priorities. With deep expertise in AI and knowledge‑driven systems, Anil is passionate about shaping the future of banking architecture and enabling intelligent, policy‑driven financial ecosystems. Join us in welcoming Anil to the TechM family. #ScaleAtSpeed #Leadership #BankingTransformation #TogetherWeRise
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Ajit Sharma gefällt dasAjit Sharma gefällt dasIt feels like we are currently living through what will be the toughest part of the history exam for the class of 2085. It is clearly a difficult environment for the world - and highly unpredictable. I mean who would have thought a couple of months ago that the US would block the Strait of Hormuz? But environments like this are also fertile ground for active asset management. Honestly, if you cannot create alpha in this environment, then when? Against this backdrop, DWS Group delivered a solid quarter, supported by higher than expected performance fees: - Revenues of €821m, up 9% year-on-year - Net income of €265m, up 33% year-on-year - Cost-income ratio improved to 54.1%, down 8.1 percentage points year-on-year, reflecting continued cost discipline - Costs of €444m, down 5% year-on-year - Strong improvement in our investment performance over the last few months, particularly across our large Active retail funds Taken together - alpha generation, cost control and focused delivery should continue to create value for our clients & shareholders. That is ultimately our job: help clients navigate uncertainty and capture opportunity. #ClientsMarketsInvesting #GrowthCompany
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Ajit Sharma hat darauf reagiertAjit Sharma hat darauf reagiertThis is neither a self‑promotional post nor one about glorifying an achievement. It is about sharing my personal experience of three immensely powerful words #courage #resilience #endurance - taught to me by ''my father, my hero'' while I was growing up. This post is not about completing a marathon; it is about running the marathon of life and drawing some parallels. Enduring an unsettling 25‑year journey across three continents and seven countries did not come naturally. There were times when I gave up on my personal as well as professional ambitions. But each time, I had to get up - and run, walk, or even crawl - just to keep going. The marathon experience reminded me that cramps and blisters are not what matter; what matters is continuing forward. Just as the incredible crowds cheer complete strangers, we all have selfless well‑wishers who motivate us to keep going and chase our dreams. We should do it for them. At one point in my career, I was told, “You are not CIO material, and you should reset your ambitions and expectations.” Much like the voices that said, “Marathons are not for you,” “Have you trained enough?” “You won’t finish,” “It can be life‑threatening,” or “It’s okay to give up.” I am determined to keep going in life and in work - and I hope this post encourages others to do the same. Life is too short for regret. Beyond my dad, who always pushed me forward, I want to take this opportunity to thank three leaders who have had a profound impact on my life and on who I am today - Juan José Cebrián Saul Van Beurden Chirantan Barua. Thank you for everything.
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