Success is no longer about changing strategies more often, but having the agility to execute multiple strategies concurrently. And success requires CEOs to develop the right leadership capabilities, workforce skills, and corporate cultures to support digital transformation.

Without question, intelligent technologies will continue to disrupt the world as we know it. There will be profound implications, both positive and negative.

The rigor and discipline we use in running our business is key to consistently executing our growth strategy. And we systematically applied the same discipline to our investments, including acquisitions.

We know from our business with clients around the world that when companies bring together people of different genders, races, cultures, and perspectives, we are smarter, more creative, more innovative, and more relevant.

More and more, our clients expect not only relevant advice, not only setting a road map or helping them plan, but being committed to business results.

The art of leadership is not to spend your time measuring, evaluating. It's all about selecting the person. And if you believe you selected the right person, then you give that person the freedom, the authority, the delegation to innovate and to lead with some very simple measure.

While the digital transformation of industries will be profound, we must keep in mind that it will have wider economic and social impact, too, as with previous revolutions driven by steam and coal, electricity and computers.

My background is around economics and finance; yet, of course, in professional services, talent is key. And for many of our clients, whatever the industry, they all are coming to me saying their No. 1 challenge is getting the right talent.

Gender equality is one of the principles we will never compromise at Accenture.

I want our future leaders to know what's possible and to be part of a world where diversity and gender equality aren't special programs but the natural way of operating.

With the full power of our 360,000 people, we said to the external world, 'This is what we believe at Accenture is the right thing to do, and gender equality is among the business principles which are fundamental for a company, and we want this to be known outside.'

We are always looking ahead to anticipate what next, and our unique innovation architecture enables us to take an innovation-led approach to help our clients invent the future.

The Fourth Industrial Revolution demands that CEOs take responsibility for the massive transformation of their businesses and for the extraordinary impact that this transformation will have on wider society.

Our clients value our independence as the leading partner of both the established providers and emerging players.

The breadth and scale of the capabilities we provide end-to-end across strategy, consulting, digital, technology, and operations are absolutely unique in the marketplace. And this is why Accenture remains the partner of choice for the world's leading companies in executing large-scale transformation programs.

Now, given the increasing importance of artificial intelligence, automation, machine learning, and other innovative technologies, we are evolving Accenture Digital to be even more relevant to our clients and drive even greater differentiation in the marketplace.

Increasingly, we are embedding artificial intelligence into the core of our clients' businesses across every function and process.

When I think about strong innovations in term of automation, robotics, cognitive computing, and artificial intelligence, they are coming a lot from the Philippines and from India as well.

We are proactively training and upscaling thousands of people in key areas such as cloud, artificial intelligence, and robotics.

In Dublin, we open The Dock, our new multidisciplinary innovation R&D and incubation hub where all elements of our innovation architecture come to life. The Dock is a launch pad for our more than 200 researchers to innovate with clients and acquisition partners with a particular focus on artificial intelligence.

We've truly transformed Accenture capabilities to help our clients embrace the new, applying innovation and intelligence at the heart of their organizations.

I am surrounded by exceptional women on Accenture's board of directors as well as my own leadership team.

An important part of my job is listening to diverse points of view at all levels - from Millennials starting their careers... to women at the highest levels of leadership... to my own wife and daughter.

As CEO of Accenture, I am not French anymore. When I'm in India, I am Indian. We are a company with no physical headquarters. We operate on a virtual level. Our leadership meetings are teleconferences, which is why the Board asked me to stay on in France. And I tell others to stay in their own countries.

I hate to travel.

We have the largest digital design studio in the world.