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Platform EconomyBodo KoerberManaging DirectorDigital Enterprise & Industrial Internet of Things
People First:The Primacy of People in the Digital Age
Copyright © 2016 Accenture. All rights reserved. 2
Intelligent Automation
Liquid Workforce
Platform Economy
Predictable Disruption
Digital Trust
The Accenture Technology Vision 2016 identifies five technology trends fueled by the people first principle and that are essential to business success in the digital economy.
Interconnected Platform of Platforms
Connected world enables new ecosystems across industries faster than ever before
Smart Appliance &Industrial Equipment
Telecom
Smart Home/Buildings/Spaces
Energy Provider
Connected Product
Mobile experiences have led the way …
Transact payments for goods & services
Download 3rd party apps
Personalize your device
Ongoing relationship with manufacturer
Access new services
Get Updates for security & functionality
Connected Product
… but are just as relevant in other sectors
Download 3rd party apps
Personalize your device
Access new services Transact payments for goods & services
Ongoing relationship with manufacturer
Get Updates for security & functionality
Industrial IoT adds incremental value in the near term but becomes transformative over the long-term
OperationalEfficiency
• Asset utilization• Operational cost reduction• Improvement worker
productivity, safety and working conditions
From Product to
New Product & Services
• New business models• Pay per use• Software based services• Product / Service hybrids• Data monetization
Service
Autonomous Pull Economy
• Continuous demand-sensing• End to end automation• Resource optimization & waste
reduction
Pull
Outcome-basedEconomy
• Pay per outcome• New connected ecosystems• Platform-enabled marketplace• Industry blur
Outcome
New technology platforms are driving business innovation, everywhere
7
Driving a geographic dispersion of technology innovation hubs
Copyright © 2016 Accenture. All rights reserved.
Building these types of new platforms requires starting from the ground up
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This includes:Technical Architecture
Governance
Security
How?Create open standards and APIs to be sharable and attractive to ecosystem partners.
Use a cloud foundation, technically designed to scale with the network effects of the ecosystem.
Back office systems will need to support real-time business models
9Copyright © 2016 Accenture. All rights reserved.
SAP HANA real-time health analytics and predictive medicine
As these ecosystems develop more connections to mobile and IoT devices, platforms need to support real-time business models and data architectures
Real-time is the basis for connected intelligent machines, vehicles, and mission-critical facilities
Key enabler = in memory computing & databases
Real-time use cases abound in consumer smartphone appsSocial/Facebook: share experiences instantly
Transportation/Uber: watch your taxi navigating toward you
Connected Car: infotainment and on-demand services
Chat apps: instant group communications with no latency
Smart home: the lights turn when you walk in the house
TV remote: change the channel from your smartphone
And are driving the next generation of mission critical systemsHealthcare: continuous patient monitoring hospital to home
Industrial: real-time management of $ billions of critical assets
Logistics: real-time tracking of every that moves
Energy: smart grid electricity usage, optimization, and security
Connected Car: emergency services alerted instantly upon collision
Transportation: driverless vehicles of all kinds
Real-time use cases abound in the consumer experience and are rapidly expanding into all business sectors
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These new platforms also = adoption of New IT
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Multi-speed change engine
Managing platforms and ecosystems of digital partners and developers communities will drive your New IT into high gear
New IT extends into platform ecosystem governance to support your ecosystem
Digital business partners
Developer communities
Cloud partners
Security partners
Architected / designed for continuous change
Agile (Release/Change Management):
DevOps (Process, People & Tools)
Testing (Rapid, Ecosystem-based)
By 2018, over 60% of new apps will use cloud-enabled continuous delivery and cloud-native application architectures to enable faster innovation and business agility.IDC FutureScape: Worldwide Cloud 2016 Predictions, IDC, Doc #259840, November 4, 2015
Once in place, enterprises will use these platforms as new types of business models
12Copyright © 2016 Accenture. All rights reserved.
“Products have features. Platforms have communities”
Marshall Van AlstyneMIT Initiative of the Digital Economy
Co-author, Platform Revolution, (to be released March 2016)Connected Collaborative Scalable
Platform business models are:
… business strategies based on creating value externally with communities of users, partners, and developers
Tech Companies and Born- Digital Organizations
AlibabaAlphabetAmazon.comAppleBaidueBayFacebookJD.comLinkedInNetflixPriceline.comSalesforceTencentTwitterYahoo!
InternetCompanies
$16,752
+15,187.1%
PlatformCompanies
$2,560,902Internet Companies
AppleAxel SpringerCopartFox CommunicationsIAC/InterActive Corp.iLiveiStart InternetLive MicrosystemsNetcom OnlineNetscapePSINetRentPathStorage Computer Corp.Wave CorporationWeb.com
Tech companies & born digital organizations are dominating the digital economy with platform business models
Private venture-backed startups are also driving record-high valuations:
More than 140 ‘unicorns’ (private companies with valuations of $1 billions or more) have a total market cap of over $500 billion (“The Unicorn List,” CB Insights, 2015)
70% of ‘unicorn’ startups are platform companies(Center for Global Enterprise, 2015)
Using platforms is the business model- Is anyone successfully doing this?
Market Cap Valuations –Internet vs. Platform CompaniesMarket Cap of Top 15 Public Platform Companies:
$2.6 trillion
Market Cap of Private ‘Unicorn’ Companies: $500 billion
TOTAL: $3+ trillion
Copyright © 2016 Accenture. All rights reserved. 13
1995 2015
$MM
As a leader in the digital revolution for healthcare, Philips is launching Philips HealthSuite platform with 3 tech partners:
Salesforce.com
Amazon IoT
Alibaba Cloud.
With a platform business model Philips is driving new growth paths that complement its core business in medical equipment.
The platform business model lives alongside the traditional product business
Companies are using their platforms to lead in the digital revolution
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This is a big picture change
Traditional Value-Chain Business Models
Value creation is two-way and continuous
Value creation is linear and one-way
Platform-Driven Business Models
DevelopersPublishersContent ownersRetailServices
Platform EcosystemProduction Distribution Marketing Consumer
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16
Supply Chain Logistics – End-to-end visibility
Distribution Center Config & Pack
• FG Inventory• Configuration• Packing
Arrival
• Break Bulk• Cross Dock• FG Inventory• Kit
Customer DCs
DistributorDischarged
Departure
Arrival
Direct Ship
• Forecast, Sales Orders• Goods Receipts• Inventory of New & Returned
Goods• Dispatch to Retailers
Distributors
Customer/ Retailer
On-hand
• Point of Sale, Sell-thru• Inventory• Returns, Post-Sales
Suppliers
• Component inventory• Builds Base Assemblies• WIP• Creates Shipment
Suppliers
Manufacturing
• Receives PO• Confirms PO• Component Inventory• Ship components
ManufacturerIn or Out-Source
3PL Logistics• Freight Forwarding• Customs Clearance• Consolidation• FG Inventory
ArrivalDeparture
Downstream and upstream visibility of movement of goods through the supply chain
Copyright © 2016 Accenture. All rights reserved.Source: Market & Markets, Intel
Having a platform strategy and the business know-how to exploit it is more important than “owning” an ecosystem.
By 2018, IDC predicts that more than 50% of large enterprises – and more than 80% of enterprises with advanced digital transformation strategies – will create and/or partner with industry platforms.1
IDC predicts that the number of industry clouds will reach 500 or more by 2018, up from today's 100-plus.2
Digital leaders from non-tech sectors are now also building platforms
1 “IDC Predicts the Emergence of "the DX Economy" in a Critical Period of Widespread Digital Transformation and Massive Scale Up of 3rd Platform Technologies in Every Industry,” IDC, November 4, 20152 “Industry Cloud: The Largest Vertical Growth Opportunity for Technology Vendors and Services Firms Through 2025,” IDC, November 19, 2015
Schneider
GE
Bosch
ABB
Disney
SONY
Ford
GM
TomTom
Pfizer
Novartis
Merck
Carepass
Cigna
edX
Walmart
American Express
Nasdaq OMX
Copyright © 2016 Accenture. All rights reserved.
Industry Platforms:
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18
Key challenges manufacturing companies are facing towards a platform enabled and connected ecosystem
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Legacy Equipment
Low Operations Visibility
Changing Market Demands
Skilled Labor Gap
75%Of manufacturers report moderate to severe shortage of skilled resources 11%
Of revenue lost can be contributed to 8-10% skilled labor gap in a company80% Of US manufacturing labor
falls into the skilled labor category
50% Of manufacturers started new operations in 2013 29%
Of manufacturers believe that they have full visibility to their operations40% Of surveyed manufacturers
have relocated operations in 2013
76%Of manufacturers respond that they are not highly adept at sensing market demand 82%
Of manufacturers agree that the ability to shift resources and product mix between locations is critical to growthEntering a new market was the top reason for choosing manufacturing locations
3/4 Of companies have made manufacturing capital investments since 2011 60% Of these investments are put
towards equipment and existing infrastructure 66%Of manufacturers will focus on
extending life of existing assets rather than acquiring new ones
Connected Asset Management as the basis for platform enabled business
Remote Monitoring Predictive AnalyticsAnalytics Executive Dashboards
ERP Integration Industry Specific Apps
Remote Operations
IoT Platform IoT Gateway Control & CommunicationsNetwork
Things + Intelligent Sensors
CISCO
Apple
Android
Microsoft
Copyright © 2016 Accenture All rights reserved. 19
Building a Smart Products RoadmapIN
TERC
ONN
ECTE
D SY
STEM
OF
SYST
EMS
SMAR
T &
CONN
ECTE
D PR
ODU
CTS
SMAR
T BU
T ST
ANDA
LONE
Ecosystem enabled
Customizable/ConfigurableProducts
Prioritized Use cases
IoTVision
Ecosystem analysis & formation
Outcome-based business model analysis
Platform Roadmap
Product as a platform (App Store )
Mobile-accessible
Predictive maintenance & support
Pay-per-use Model
Self-optimize/Self-diagnose
Customer experience support across ecosystemData/Information Services
Remote tracking, diagnostic, & optimization
Ecosystem Development &Evangelization
Service-based Models
Product-basedServices
Data Monetization
Customized outcome-based business models
Support for dynamic and large scale ecosystem
Shared Revenue Model
Outcome-based business model launch
Auto Tuning/Configuration
API-enabled product & services
Platform to support Outcome-based ecosystem
Platform to support Ecosystem
Real-time Product Support (& training)
Standard Customer Support and Feedback
Product Usage &Customer Profiling
Hardware Exp. Software & Cloud Dedicated Security org
Anticipatecustomer needs
Data Science
Edge Intelligence
API
Connected Enterprise Systems
PredictiveAnd holisticcustomer experience
Arch Blueprint
CommunityManagementCross-group
Governance
Customer insight-driven product development
Connectivity, Mgmt and Security
Automated Process Orchestration Across platforms
Continuous Worker Certification
Partners andEcosystem Support
New Risk Products
Data API
PartnerPlatformIntegration
Metering & Monetization
Blended Workforce
Customer Participation in Product Design
Connected Enterprise
Data Mgmtand Analytics
Platform of platforms
Support forApps StoreReal-time optimization
Advisory Services
Service AggregationInteroperable products
Vision & Strategy
Products & Services
CustomerExperience
Ecosystem & Platforms
Organizations & Workforce
Unconnected Physical Products
Outcomes-based,
Software-enabled Services
Platform Economy: 100-Day Plan
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1. Appoint a C-level champion to lead a cross-functional team of technologists, business experts, and economists.
2. Identify and prioritize parts of the business that are prime for platform business models.
3. Identify the parts of the business that are most vulnerable to attack by disruption from new platform-based business models (from incumbents and startups inside & outside industry).
4. Align the platform opportunities alongside existing product and market strategies (platform business models live alongside traditional product strategies).
5. Present initial findings to the Board and establish a top-down C-level enterprise-wide commitment to pursuing platform business models as a strategic growth path.
6. Assess your knowledge gaps of the new rules of business: demand-side economies of scale, power law distribution, network effects, and asymmetric competition.
7. Launch a company-wide campaign on the new rules of business and platform business models. Create a network of internal platform champions to evangelize the message.
8. Assess your digital technology capabilities and gaps in building platform ecosystems.
9. Prioritize the overall opportunities and threats, and then start with a small initiative to pilot, including internal initiatives to start the journey into platform business models.
Platform Economy: 365-Day Plan
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1. Finalize plans to launch the initial pilot to work with a cloud partner to build a platform around one of the most information-intensive parts of the business.
2. Formalize agreements with the cloud partner that will be building the foundation of the platform.
3. Develop a multi-phase plan to transform parts of the business to platform business models.
4. Identify platform opportunities inside and outside your industry based on your executive training programs and platform knowledge base.
5. Establish a formal governance plan and organization to manage digital partnerships and developer communities in order to optimize the value of the platform ecosystem.
6. Formalize an approach to track and report on platform growth opportunities, relevant ecosystems, and competitive threats from both inside and outside the industry.
7. Communicate the vision of where your company fits in an economy without industry sector segmentation and with boundary-less competition.
Key Takeaways
23Copyright © 2016 Accenture. All rights reserved.
The strategic use of technologies to create platform business models is driving
unprecedented growth opportunities in the rapidly expanding digital economy.
Driven by the new rules of business, platform business models represent the most profound disruptive change in the
global macroeconomic environment since the Industrial Revolution.
While tech and digital born organizations have been dominating the digital economy
with record-high market caps, non-tech digital leaders across all industries are
developing platform strategies now (the new tech leaders).
What’s Next
Non-techs become next innovation giants. Within 3 to 5 Years, non-tech companies will emerge as leaders of technology and business model innovation, shifting power away from the traditional tech and digital born organizations
New geographic innovation hubs emerge. This shift will inherently drive a geographic dispersion of innovation hubs away from tech centers like Silicon Valley to a variety of global hubs with industry concentrations
Ecosystems drive market caps. Within 3 to 5 five years, market cap valuations will be largely based the power of ecosystems and digital assets, including the network effect of platform interactions and control of key digital technologies such as algorithms and APIs.
24Copyright © 2016 Accenture. All rights reserved.
Accenture & Cisco partnership: global capabilities to help transform and run your business
25Copyright © 2016 Accenture and Cisco. All rights reserved.
Accenture• Industry expertise • Business process, systems integration and
change management skills • Industrialized delivery• Strategic acumen• Proprietary methodologies
Cisco• Intelligent networks and technology
architectures, built on integrated products, services, and software platforms
• Proven roadmaps: Borderless Networking, Collaboration Data Center & Virtualization
One Team: Accenture & Cisco Business Group (ACBG)
Private & Hybrid Cloud
WifiData Centre
IoTResell
Network
Collaboration
Cisco Awards and Recognition• Cisco Gold Partner Status – India, Japan , Australia, Italy, UK & USA• Cisco Silver Partner Status - Canada• Cisco Premier Partner Status – Singapore, Philippines, Thailand, Spain,
Germany, France, South Africa & Brazil• Multinational Partner Status – APJ, EMEAR & AMERICAS• Cisco Solution Innovation Partner of the year in APJ (2015)• Cisco Channel Customer Satisfaction Excellence in 4 countries: US, France,
India, and Japan (2015) • US Nationals Partner of the Year (2014)• Cisco Channel Customer Satisfaction Excellence in 8 countries: US, France,
India, Canada, Australia, Spain, Japan, Italy and awarded 6 consecutive years (2009-2014) in US
• Solution Innovation Partner of the Year US, Cisco Partner Summit, 2013
The Numbers3,000+number of Cisco Certified professionals globally, with 73 CCIES1600+number of Cisco Certified professionals in Accenture Delivery Centers
13number of Authorized Technology Providers (ATPs)
15Cisco Channel Tech LAB around the globe
Cisco-certifiedand operating globally, with Gold, Silver, Premier and Multinational certifications
56Architecture & Technology Specializations
Copyright © 2016 Accenture. All rights reserved.
Thank you#techvision2016www.accenture.com/technologyvision
Every year, the Technology Vision team partners with Accenture Research to pinpoint the emerging IT developments that will have the greatest impact on companies, government agencies, and other organizations in the next three to five years.
As technology advancements continue to accelerate at an unprecedented rate - dramatically disrupting the workforce -companies that equip employees, partners and consumers with new skills can fully capitalize on these innovations.
Those that do will have unmatched capabilities to continuously create fresh ideas, develop cutting-edge products and services, and disrupt the status quo.
Winners in the Digital Economy Will Put People First
Copyright © 2016 Accenture. All rights reserved.
Change is the new normal. According to our global technology survey of more than 3,100 IT and business executives, 86 percent of the executives anticipate that the pace of technology change will increase rapidly or at an unprecedented rate in their industry over the next three years.
Many companies, already reeling from the impacts of technology and the changes they need to make in response, find themselves temporarily overwhelmed—some even paralyzed as they absorb the magnitude of the tasks ahead.
Getting past the digital culture shock that so many businesses find themselves in today sounds daunting. But fortunately there are models already available for inspiration. Not only have many large tech companies established thriving digital cultures, but there are also early adopters in other industries showing the way ahead.
Digital Culture ShockWe are in the midst of a major technology revolution, specifically a digital revolution. Our research model and analysis shows that digital is now dominating every sector of the economy.
Copyright © 2016 Accenture. All rights reserved.
The research process began during 2015 with gathering inputs from the Technology Vision External Advisory Board, a group comprising more than two dozen experienced individuals from the public and private sectors, academia, venture capital, and entrepreneurial companies. The Technology Vision team conducted interviews with technology luminaries and industry experts, as well as with nearly 100 Accenture business leaders.
The team also tapped into the vast pool of knowledge and innovative ideas from professionals across Accenture, using Accenture’s collaboration technologies and a crowdsourcing approach to run an online contest to uncover the most interesting emerging technology themes. More than 3,200 participants actively engaged in the contest, contributing valuable ideas and voting on others’ inputs.
Technology Vision Research Methodology
As a shortlist of themes emerged from the research process, the Technology Vision team reconvened its advisory board. The board’s workshop, involving a series of ‘deep-dive’ sessions with Accenture leadership and external subject-matter experts, validated and further refined the themes.
The screens used during these processes weighed the themes for their relevance to real-world business challenges.
Copyright © 2016 Accenture. All rights reserved.
Copyright © 2016 Accenture. All rights reserved.
Technology Vision 2016 Survey DemographicsFor the second year, we conducted a global survey of more than 3,100 business and IT executives across 11 countries to understand their perspectives on the impact of technology on their organizations, and to identity their priority technology investments over the next few years. The survey was fielded from October through December 2015.
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Technology Vision 2016 Survey Demographics
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Technology Vision 2016 Survey Demographics
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Technology Vision 2016 Survey Demographics
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