1. Accenture Innovation Challenge
Presentation Tips

2. Disclaimer
The materials provided are for use in the Accenture Innovation Challenge only and shall not be duplicated, used, disclosed, or distributed—in whole or in part—for any purpose other than for the Accenture Innovation Challenge. The data subject to this restriction are contained in all sheets of this document.

3. Introduction to Accenture Innovation Challenge Presentation
Each round of the Undergraduate Innovation Challenge will allow teams to enhance their solution.
Round 1:
On Campus Presentations
Round 2:
Virtual Review
Round 3:
Virtual Review
Round 4:
Final In Person Presentations
Strategic Blueprint Executive Summary Provides judges a directional snapshot of what your team seeks to accomplish; should not exceed 4 slides.
Strategic Blueprint Provides judges a directional snapshot of what your team seeks to accomplish; should not exceed 6 slides.
Strategic Blueprint Provides judges a directional snapshot of what your team seeks to accomplish; should not exceed 7 slides.
Strategic Blueprint Supports the 15 minute presentation, and 5 minute QA; should not exceed 8 slides.
Initial Business Case Summary Summarizes a detailed Excel cost model to quantify the return on investment of the strategy. Output should be summarized in the Strategic Blueprint and not sent separately.
Business Case Summary Provides a high-level summary explaining the business case criteria, and summary of critical values (e.g., IRR, NPV). Output should be summarized in the Strategic Blueprint and not sent separately.
Initial Implementation Roadmap Provides a high level Gantt chart for implementation; includes critical milestones. Roadmap should be included in the Strategic Blueprint and not sent separately.
Implementation Roadmap Provides the detailed next steps and milestones for a 3 month implementation; distributes responsibilities in a RACI. Roadmap should be included in the Strategic Blueprint and not sent separately.
Marketing Deliverable
Sample marketing slide to provide clients a snapshot of promotional material tied to solution
Marketing deliverable should be included in the Strategic Blueprint and not sent separately.
Key: Blue: Built from scratch Grey: Updated from prior round

4. Issue Based Problem Solving

5. Issue Based Problem Solving Introduction
Issue Based Problem Solving is a structured approach to solving client business challenges.
Define the Problem
Solve the Problem
Communicate the Answer
Client:
Where are they today?
Client:
Where do they need to be?
Structure the ideas
Develop the research plan
Analyze findings
Generate the ideas

6. Issue Based Problem Solving Purpose of Supporting Tools for Issue Based Problem Solving
There are a number of tools supporting the Issue Based Problem Solving methodology
Define the Problem
Solve the Problem
Communicate the Answer ?
Problem Definition Worksheet
Issue Analysis Worksheet
Workplan
Structured Communication Principles
Captures information about the work effort and context for key question
Completed at the outset of an engagement
Enables hypothesis generation
Helps identify required analysis to prove /disprove hypotheses
Workplan organizes work effort into work-streams and ensures timely completion of deliverables
Structures the storyline of the answer
Shows the story with supporting information and graphics

7. Issue Based Problem Solving Usage of the Supporting Tools for the AIC
Teams should follow the guidance provided below to ensure they are meeting the usage expectations for each of the Issue Based Problem Solving supporting tools throughout the Innovation Challenge.
Define the Problem
Solve the Problem
Communicate the Answer ?
Problem Definition Worksheet
Issue Analysis Worksheet
Workplan
Structured Communication Principles
Do not need to develop
Provided to teams in Round 1 document “Problem Definition Worksheet”
Not included in this PowerPoint
Included in this PowerPoint for teams’ reference only (not formally required for the AIC)
Develop a workplan for Semi-Final and Final Rounds only
Develop a RACI for Final Round only
Included in this PowerPoint
Use this information to develop strong presentations throughout all rounds of the AIC

8. Issue Analysis Worksheet

9. Issue Analysis Worksheet Purpose and Use of the Issue Analysis Worksheet
An issue analysis worksheet forces hypothesis generation and planning of required analysis to prove/disprove hypotheses thereby enabling thorough planning of the research effort.
Purpose:
Provides a structure to analyze and understand the problem and determine the total effort required.
Assists in making appropriate trade-offs between time, resources, quality, and level of certainty required.
How to use the worksheet:
Start with articulating the key question. This will help to clarify the root problem facing the client.
Decompose the problem / key question to identify the main sub issues; understanding the number and magnitude of the issues and sub-issues is one factor that determines the scope of the change journey, program, or project, and systematically identifies workable solutions.
Formulate reasonable hypotheses to articulate team’s ‘best guess’ on how to solve the problem; one issue could potentially have multiple hypotheses. Developing appropriate hypotheses is critical to creating an effective research plan.
Specify the tools/techniques that the team will use to prove or disprove each hypothesis.
Provide an understanding of the location or means of obtaining data for the overall analysis and also specify the primary and secondary sources of data.

10. Issue Analysis Worksheet Format and Example
An indicative format of the issue analysis worksheet is provided below for your team’s reference, which is followed by a completed example of an Issue Analysis Worksheet.
Issue/Sub-Issues
Hypothesis
Analysis
Data Requirements
Issue: The client question to answer
Sub-issue: One branch of issue tree
Team’s “best guess” on how to solve problem
Issue may have multiple hypotheses
Tools/techniques team will use to prove or disprove each hypothesis
Likely location or means of obtaining data for analysis
Primary and secondary sources
EXAMPLE
Issue/Sub-Issues
Hypothesis
Analysis
Data Requirements
Can ClientCo grow the HOB channel which is currently only 15% of total sales (vs 25% for industry)?
Increasing sales and production and capacity for the HOB segment by just 10% per year and will result in an additional 958M SHF per year after 5 years.
(Increasing the total contribution of HOB channel for 15% to 22% of ClientCo. Sales will result in an additional 948M SHF per year after 5 years)
Sales forecasts in number of bottles
HOB Sales and Production Capacity Analysis
Will there be cannibalization?
Price per bottle for each format
Growth rate of large bottle in all regions
Sales percentage for each channel in all regions
Contribution margins per product
Sources: Internal documents, interviews. Industry reports
Will ClientCo be able to cut down on packaging “cost”?
Decreasing the amount of plastic in bottles by 10% will result in a savings on 89M in 5 years.
Savings computation
Sales forecasts by number of bottles
Is reducing plastic in bottles by 10% feasible?
Packaging costs per bottle
Quality control expert
Sources: Internal documents, expert interviews, industry reports

11. Workplan

12. Workplan Gantt Chart Example
A project workplan refers to an integrated set of activities, dependencies, and milestones needed to complete a project; Gantt Charts are used to provide a visual representation of the workplan.
Tasks
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Workstream 1
Activity 1A
Activity 1B
Workstream 2
Activity 2A
Activity 2B
Workstream 3
Activity 3A
Activity 3B
MILESTONE: Deliverables Due (MM/DD/YYYY)
MILESTONE: Deliverables Due (MM/DD/YYYY)
MILESTONE: Project Completed (MM/DD/YYYY)

13. Workplan RACI Matrix Example
A RACI matrix is used to describe the roles of stakeholders involved in a workstream; there must always be one “accountable” and one “responsible” stakeholder for each workstream.
Stakeholder 1
Stakeholder 2
Stakeholder 3
Stakeholder 4
Workstream 1 R C I A
Workstream 2
Workstream 3
Workstream 4
R = Responsible
The person who does the activity / makes the deliverable
A = Accountable
The person who has the final ownership / makes the final decision
C = Consulted
The person who should be consulted for necessary information
I = Informed
The person who needs to be informed of the results

14. Structured Communication Principles

15. Structured Communication Principles Develop a Logical Structure
Innovation Challenge teams should use the following logical structure to develop presentations that effectively communicate solutions to key stakeholders. 1 2 3
Structure the Story Line
Create the Story Board
Craft the Words and Pictures

16. Structured Communication Principles Structure the Story Line
The pyramid structure ensures that your audience understands the main message while mapping out the rationale for your point of view on how or why the client needs to change. 1
Main Message: One sentence summary of your insights or recommendations
The audience is more interested in what the message is than how your team got it
The audience can absorb ideas and draw desired conclusions more easily within context of the “big picture”
The main message raises questions in the audience’s mind:
How?
Why?
The “key line” and “support detail” levels provide clear and convincing reasoning for your team’s main message
Key Line: Three or more primary reasons why you believe the main message is true
Key Lines answer the questions:
How?  Actions
Why?  Reasons
Key lines also cause the audience to have new questions, which are answered by supporting details
Support Detail: Data, analyses, and other information that prove why key line points are true
Pyramid Structure 1 2 3 2 3

17. Structured Communication Principles Structure the Story Line
Your team should introduce your presentation by briefly, but clearly describing to your audience your team’s high-level solution (i.e. main message) using the SCQ methodology. S
Situation
Relevant facts about the situation; facts the audience would not dispute C
Complication
The trigger (e.g., the event, problem) that created the need for this communication Q
Question
The one fundamental issue this communication will address A
Answer
The main message

18. Structured Communication Principles Create the Story Board
The story board translates the pyramid into individual slides of your presentation and the story boarding process should concentrate exclusively on developing first drafts of slide taglines.
Slide Tagline Best Practices: One sentence describing the main takeaway or meaning of the slide.
Taglines often will align with your key lines developed in the “structure the story line” phase
Taglines read seamlessly together to tell the whole story of your presentation
The structure of the story is linked to the pyramid structure
Common Story Board Mistakes:
Flow problems
Inconsistent style, tone, or word choice
Buried meaning
Long sentences
Unclear, imprecise language
Stating the obvious
Redundancy
Header
Tagline
Support Detail

19. Structured Communication Principles Create the Story Board
Specific to the AIC, while creating a story board, teams should consider how to communicate the feasibility, benefit/value creation, and potential scalability of their solutions.
Solution must have a demonstrable, measurable benefit; tying targets a solution would seek to achieve, how results would be measured, and what indicators could be used to do so.
Solutions should be feasible and executable given available technology and financial and human resources. Pilot solutions are a good way to test feasibility prior to implementation at scale.
Benefit
Solutions will recover initial investments by generating revenues or recovering a portion of costs.
Financial
Feasibility
Scalability
Solutions, if successful, can be scaled up across members, and potentially be replicated in additional countries.

20. Structured Communication Principles Craft the Words and Pictures
Teams should always use an active verb tense throughout their presentations and should select words that make their messages easy to grasp and use limited space efficiently.
Reduce Presentation Wording by…
Minimizing Pairs
Goals and objectives
Each and every
Limiting Modifiers
Future plans
Personal opinion
Replacing a Phrase for a Word
The reason for because
In reference to about
Active Verb Tense
Rockefeller kicked the cat.
Passive Verb Tense and Awkwardly Worded Examples to Avoid
The cat was kicked by Rockefeller.
Rockefeller made kicking motions toward the cat.
A kicking situation took place between Rockefeller and the cat.

21. Structured Communication Principles Craft the Words and Pictures
When developing supporting details for their presentations, teams should consider the various pros and cons the different communication tools and visuals.
Text
PRO: Can give full explanation
CON: Hard to make memorable
Table
PRO: Can show large amounts of information
CON: Cannot convey relationships quickly or easily
Quantitative Chart
PRO: Conveys relationships among data points
PRO: Can make data seem more “concrete”
CON: Usually needs explanation
Concept Visual
PRO: Can crystallize complex concepts
PRO: Can provide memorable recurring icon
CON: Often open to many interpretations

22. Structured Communication Principles Craft the Words and Pictures
Teams should select the right type of chart to use in their presentations based on the relationship that they would like to highlight in the topic sentence of a specific slide.
Component
Item
Time Series
Frequency
Correlation
Definition
Percentage of total
Ranking items
Changes over time
Items within ranges
Between variables or or or or
Trigger Words
Share, percentage of total, accounted for X percent
Larger than, smaller than, equal, most, least
Change, grow, rise, decline, increase, decrease, fluctuate
X to Y range, concentration, frequency
Related to, increases/ decreases with, changes with, varies

23. Structured Communication Principles Craft the Words and Pictures
Teams should use concept visuals to highlight non-quantitative relationships.
Flow
Interaction
Structure
Linear
Forces at Work
Organization
Parts of Whole
Balance
Vertical
Penetration
Circular
Screens
Segmentation