Being digital
Seven essential
no-regret capabilities
Seeking a digital future is
complex
Prime time to be digital
Copyright © 2015 Accenture All rights reserved. 2
Organizatio...
“No-regret” capabilities manage digital disruption and help organizations grow
Seven capabilities are essential
Copyright ...
Being highly sensitive to a fluid market is not easy
1. Sense and interpret disruption
Copyright © 2015 Accenture All righ...
Innovation is a consequence, not a goal
2. Experiment to develop and launch new ideas, faster
Copyright © 2015 Accenture A...
Businesses are grappling with almost unimaginable amounts of data
3. Fully understand and leverage data
Copyright © 2015 A...
The time is ripe for “DQ”—a measure of the digital savviness of corporations
4. Build and maintain a high digital quotient...
Digital leaders understand the digital journey should not be taken alone
5. Partner and invest for all non-core activities...
New structures are emerging to help organizations respond more quickly
6. Organize for speed
Copyright © 2015 Accenture Al...
Digital technologies have reset expectations
7. Design a delightful customer experience
Copyright © 2015 Accenture All rig...
Being a digital business means adopting
new ways of behaving and operating
Where next?
Copyright © 2015 Accenture All righ...
12Copyright © 2015 Accenture All rights reserved.
About the research
Accenture Strategy interviewed 700 business leaders i...
13Copyright © 2015 Accenture All rights reserved.
Learn more at www.accenture.com/digitaltransformation
About Accenture
Ac...
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Being digital: Seven essential no-regret capabilities

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Seeking a digital future is complex. Organizations that successfully use digital technologies for new growth operate with a different set of rules and capabilities. Incumbents not only have the right to play by the new digital rules, but also the ability to redefine them to their competitive advantage.

Seven “no-regret” capabilities manage digital disruption and help organizations grow. Explore how business leaders must sense and interpret disruption and experiment to develop and launch new ideas faster. Data, digital skills, and partnerships will all be vital. And, companies must not only organize for speed but also design a delightful customer experience.

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Being digital: Seven essential no-regret capabilities

  1. 1. Being digital Seven essential no-regret capabilities
  2. 2. Seeking a digital future is complex Prime time to be digital Copyright © 2015 Accenture All rights reserved. 2 Organizations that successfully use digital technologies for new growth operate with a different set of rules and capabilities. Incumbents not only have the right to play by the new digital rules, but also the ability to redefine them to their competitive advantage. of business leaders say developing the right digital skills and capabilities is a priority in the next three years* 88% *Source: Accenture Strategy Executive Research 2015
  3. 3. “No-regret” capabilities manage digital disruption and help organizations grow Seven capabilities are essential Copyright © 2015 Accenture All rights reserved. 3 1. Sense and interpret disruption 2. Experiment to develop and launch new ideas, faster 3. Fully understand and leverage data 4. Build and maintain a high digital quotient team 5. Partner and invest for all non-core activities 6. Organize for speed 7. Design a delightful customer experience
  4. 4. Being highly sensitive to a fluid market is not easy 1. Sense and interpret disruption Copyright © 2015 Accenture All rights reserved. 4 Knowing how to sense and interpret disruption is not intuitive. Look beyond your own back yard to determine which trends will matter—judging when they will impact the business is critical. Digital winners: • Create an ecosystem of relationships • Develop a team that is consciously mining and analyzing the information *Source: Accenture Strategy Executive Research 2015 of business leaders say new entrants are emerging with new business models* 51%
  5. 5. Innovation is a consequence, not a goal 2. Experiment to develop and launch new ideas, faster Copyright © 2015 Accenture All rights reserved. 5 Most digital disrupters do not see themselves as “innovating”—they are solving specific customer problems the best way they know how. Solving customer problems requires two actions: experimenting more and learning to self-disrupt. Digital technologies enable a new way of experimenting at almost an unlimited scale. *Source: Accenture Strategy Executive Research 2015 of business leaders identify innovation to be a key benefit of adopting digital technologies* 79%
  6. 6. Businesses are grappling with almost unimaginable amounts of data 3. Fully understand and leverage data Copyright © 2015 Accenture All rights reserved. 6 Mastering the art of exploiting data— either turning it into useful information or using it to develop new products and services that bring value to their customers—will be fundamental to how businesses run in the future. *Source: Accenture Strategy Executive Research 2015 $ of business leaders are implementing a strategy to make money from their data in the next 12 months* 36%
  7. 7. The time is ripe for “DQ”—a measure of the digital savviness of corporations 4. Build and maintain a high digital quotient team Copyright © 2015 Accenture All rights reserved. 7 While IQ and EQ measure intellectual and emotional intelligence, organizations now need to measure and rapidly build their teams’ digital quotient—not least among their senior members. Programs must be put in place to build or “acqu-hire” digital skills through acquisitions or relationships with start-ups. *Source: Accenture Strategy Executive Research 2015 of workers say their leaders are ready to adapt to the new advances in digital technologies* 48%
  8. 8. Digital leaders understand the digital journey should not be taken alone 5. Partner and invest for all non-core activities Copyright © 2015 Accenture All rights reserved. 8 Aligning with an ecosystem of partners is critical to digital progress. The more they invest in others, the more organizations extend the team that is as vested in their success as they are. Forming new partnerships, especially unorthodox ones, requires an open mind-set that will be critical over the next few years. *Source: Accenture Strategy Executive Research 2015 of business leaders say they will increase their partnerships and alliances to boost digital growth in the next three years* 78%
  9. 9. New structures are emerging to help organizations respond more quickly 6. Organize for speed Copyright © 2015 Accenture All rights reserved. 9 Two elements are essential to organize for speed: first, CEO-level support and a dedicated central team to drive the new digital growth. Second, a team of “fixers”—those at the center of operations who are independent, respected and can draw on the right skills at the right time. New metrics that measure value creation are essential to assess the momentum that leads to monetization. of executives say they want to be a digital leader in their industry* 39% *Source: Accenture Strategy Executive Research 2015
  10. 10. Digital technologies have reset expectations 7. Design a delightful customer experience Copyright © 2015 Accenture All rights reserved. 10 Today, a banking customer using a mobile banking app does not compare it with apps from other banks, but against their best mobile user experiences for usability or functionality, whatever the industry. Customers’ primary motivation for repeat business is the quality of their experience
  11. 11. Being a digital business means adopting new ways of behaving and operating Where next? Copyright © 2015 Accenture All rights reserved. 11 Keep the following factors in mind: • Identify the capability gaps • Determine competitive priorities • Take the strategic choices to realize your digital goals
  12. 12. 12Copyright © 2015 Accenture All rights reserved. About the research Accenture Strategy interviewed 700 business leaders in the United States, China, Japan and the European Union to understand how they can take advantage of digital technologies to accelerate growth and competitiveness. We also sought the views of more than 2,500 European employees in five countries on the impact of digital technologies on the future of work. Stay Connected Follow Us–Twitter www.twitter.com/AccentureStrat Connect With Us–LinkedIn www.linkedin.com/company/accenture-strategy Read other reports in the “Being digital” series: • Fast-forward to the right digital strategy • Embrace the future of work and your people will embrace it with you
  13. 13. 13Copyright © 2015 Accenture All rights reserved. Learn more at www.accenture.com/digitaltransformation About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 323,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$30.0 billion for the fiscal year ended August 31, 2014. Its home page is www.accenture.com. About Accenture Strategy Accenture Strategy operates at the intersection of business and technology. We bring together our capabilities in business, technology, operations and function strategy to help our clients envision and execute industry-specific strategies that support enterprise wide transformation. Our focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership help drive both efficiencies and growth. For more information, follow @AccentureStrat or visit www.accenture.com/strategy

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