NEW YORK, UNITED STATES — In the accelerating global deployment of generative artificial intelligence (AI), Accenture is urging companies to reevaluate the integration of this technology into their operations. The consulting firm warns that AI cannot function as a standalone initiative simply bolted onto existing corporate plans, as conveyed in a report from Fortune.
During the Fortune Brainstorm AI conference, Arnab Chakraborty, Accenture’s Chief Responsible AI Officer, informed business leaders that the traditional approach of separating technology roadmaps from corporate strategy is outdated. “The data and AI strategy is not a separate strategy; it is the business strategy,” he emphasized, highlighting the necessity for AI to be central to decision-making, investment, and organizational design.
This perspective is shaping Accenture’s collaboration with Australian telecommunications giant Telstra. The two firms have created a joint venture aimed at driving transformation beyond conventional consulting engagements, thus avoiding the inertia often found in large corporate structures. Launched in January 2025, the partnership reflects the urgency of adapting to rapid market changes.
According to Dayle Stevens, Telstra’s data and AI executive, the partnership was prompted by the realization that their initial five-year strategic roadmap was unrealistic in the fast-evolving landscape. “We thought we could do what we wanted to do within five years and we wanted to do it within two,” she stated at the conference.
Chakraborty described this joint venture as a “very bold move” and an “industry first,” underlining its significance for both the telecommunications and consulting sectors. “We had to form a new company, you know, where this whole setup of data and AI has been formed and what it is doing is, it is creating a new identity,” he explained, noting that the new entity remains closely integrated with Telstra while also drawing innovation from the consulting sector and Silicon Valley.
This model enables both partners to bypass the rigid cycles of annual budgeting, which Stevens identified as a substantial obstacle when “AI moves really fast.”
Chakraborty also cautioned companies against focusing solely on tools and models. “Think about the people and the culture. It is so paramount,” he remarked, pointing out that AI adoption significantly alters organizational dynamics. He urged leaders to resist the temptation to become enamored with “shiny AI” while neglecting the fundamental importance of robust data foundations.
Telstra’s experience underscores this challenge. Stevens disclosed that the company had assembled “80 different data platforms,” complicating efforts to ensure data quality and consistency. “You can’t get data quality without improving that data ecosystem,” she asserted. Currently, Telstra is working to consolidate those platforms down to three, with plans to finalize this process within 18 months.
The human response to AI initiatives, Stevens noted, has been encouraging when implemented with empathy. When Telstra launched a generative AI tool named “Ask Telstra” to address employee pain points, the reception was overwhelmingly positive, leading to a “standing ovation” from staff.
As the global outsourcing industry races to integrate AI into delivery models, the collaboration between Accenture and Telstra highlights that a sustainable competitive advantage may not arise solely from automation. Instead, it will come from a comprehensive rethinking of operational models, investment in clean data, and the establishment of trust with both workers and clients. In an industry traditionally focused on scale and efficiency, the true potential of AI may lie in how deeply it reshapes strategy, culture, and long-term partnerships.
Looking ahead, organizations will need to prioritize not just technological advancements but also the cultivation of a data-driven culture that fosters innovation and adaptability to thrive in this rapidly evolving landscape.
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