Kamal Ghorui
Accenture CEO Julie Sweet has defended the company’s decision to make AI fluency a requirement for employee promotions. She has revealed that the move followed a familiar playbook similar to the digital transformation era of the 2010s, but at a much faster pace.Speaking to Fortune at the recent Great Place to Work For All Summit in Las Vegas, Sweet said the strategy behind linking promotions to AI proficiency was not a sudden shift. “Actually, that was a playbook,” she said, adding that it was similar to the digital transition of the 2010s, except unfolding “in quarters instead of years.” Her comments come as Accenture undergoes major organisational changes, including restructuring its operating model, investing heavily in AI training, and redefining talent development for its workforce of approximately 786,000 employees across more than 120 countries.
How Accenture tied AI skills to career progression
Sweet said Accenture had signalled the requirement well in advance and introduced AI learning programs before making AI fluency part of promotion criteria. According to her, employees had been aware that AI competency would become necessary for career advancement by around 2026.The company launched an AI literacy initiative that awards certificates upon completion. Sweet said more than 300,000 employees completed the program by the end of 2025, with that figure now exceeding 500,000.“I remember the first night we rolled out Gen AI training, thousands of people took it overnight without a single email. You can’t just tell people you now need to be AI native. you need to be transparent and bring them along,” Sweet said.She noted that Accenture’s approach focused on providing tools, training and clarity before changing evaluations and promotion requirements, unlike during earlier digital transitions, where performance measures evolved years later.The AI-focused changes are part of a broader transformation inside Accenture. Sweet said the company recently completed what she described as “the biggest operating model change in our history,” replacing structures that had guided operations for decades.She noted, “Just a few weeks ago, we completed putting in the biggest operating model change in our history, that in some ways changed how we’ve operated for 50 years and completely changed the operating model that I put in when I became global CEO.”The company has disclosed approximately $923 million in restructuring charges as it implements changes that include reskilling employees while moving some workers out of roles where retraining is not considered viable.Despite the restructuring, Sweet previously told analysts that Accenture expects overall headcount growth through 2026 while continuing its updated talent strategy.Sweet argued that organisations investing in AI often fail to allocate enough resources toward workforce training. She said Accenture increased the number of employees trained in generative AI from 30 in late 2022 to more than 550,000 by the end of fiscal year 2025.“All the data is showing companies are investing in AI, but they’re not investing in the skilling and training,” she added.Sweet also acknowledged that not every employee or leader will adapt to the AI transition. “Some people will not make the journey,” she said, adding that leaders have a responsibility to reduce that gap through training and a clearer understanding of the technology.“I know of no company who has the luxury to change every single leader,” Sweet highlighted.According to Sweet, the challenge for businesses is no longer determining whether AI matters, but figuring out how to integrate it into operations. She explained, “I do not have any conversations anymore about whether AI is real? It’s all about how you make it real?”
