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If I had to probably define and characterize my job, and maybe the job of a CEO today in this global world, highly volatile, uncertain, and when you need to transform is to be the catalyst for change. That's probably the definition I would give to my job. I'm the catalyst.

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.

We have to continue to build on our strengths and remain successful.

Leveraging cloud, mobility, you process things in a different way. For example, in insurance, you can access more claims through cloud, which makes a big difference in emerging markets, where the populations are large.

The Accenture culture is the same worldwide.

Business is doing better than governments.

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.

I am a passionate advocate for developing the future workforce, addressing complex social problems, and shaping a regulatory framework. These three subjects all revolve around greater innovation and growth.

Responsible employers who pursue bold growth agendas must embrace intelligent technologies.

As traditional job descriptions become obsolete, people will need to collaborate in new ways with increasingly intelligent machines.

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

Even in mature economies, digital's benefits to society are substantial.

Cities could open up their property and assets to sharing economy apps that make it easier to find parking spaces or homes for rent. By aligning private-sector incentives with the public good, cities will create confidence among taxpayers.

CEOs must go beyond working with policy-makers on new regulatory frameworks. They must also commit to the principle that success cannot be measured by profitability and growth alone.

Businesses that make consumer privacy a point of competitive differentiation will enjoy greater customer loyalty.

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.

Digital companies can reach new customers immediately and at virtually zero marginal cost. They can compete in new sectors by collaborating with peers and competitors. They can massively improve quality and productivity by converging technologies and sources of data.

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.

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.

Accenture has long been a champion of inclusion and diversity and, specifically, gender balance at every level of our organization, including our board of directors.

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.

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

I am very proud that Accenture is among corporate champions to be honored by the Women's Forum of New York for our mutual commitment to making a difference.

Being surrounded by diverse points of view pushes us beyond our comfort zones. And when people and teams bring multiple perspectives and experiences to the table, the discussions are deeper, the decision-making process is better, and the solutions are stronger.

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.

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.

Frankly, it can be lonely at the top when it comes to driving diversity.

People want to know on an ongoing basis, 'Am I doing right? Am I moving in the right direction? Do you think I'm progressing?' Nobody's going to wait for an annual cycle to get that feedback.

We will continue to invest in high-growth areas... with a particular focus on digital, cloud, and security services.

We know how to make flexibility when needed.

Do you want an interesting job? Yes. Do you want a balanced life? Yes. And to make a contribution as well? Of course.

All this terminology of rankings - forcing rankings along some distribution curve or whatever - we're done with that.

The world has always been uncertain. This is the nature of the world.

What I'm trying to do is to use my hologram at the same time in multiple locations, so I can be in front of thousands of people without leaving my office.

People who are digital native, they want to have real-time performance feedback. They want to understand where they are, what might happen, what their future is. And they want to understand that quickly in a very direct conversation.

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