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Platform Economy - Tech Vision 2016 Trend 3

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Platform Economy - Tech Vision 2016 Trend 3

  1. 1. Trend  3:   Platform   Economy
  2. 2. People  First:     The  Primacy  of  People   in  the  Digital  Age
  3. 3. 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.   Intelligent   Automation Liquid   Workforce   Platform   Economy Predictable   Disruption Digital   Trust People  First:  The  Primacy  of  People  in  the  Digital  Age Copyright  ©  2016  Accenture.  All  rights  reserved. 3
  4. 4. New  technology  platforms  are  driving   business  innovation,  everywhere 4 Driving  a  geographic  dispersion   of  technology  innovation  hubs Copyright  ©  2016  Accenture.  All  rights  reserved.
  5. 5. Building  these  types  of  new  platforms   requires  starting  from  the  ground  up 5Copyright  ©  2016  Accenture.  All  rights  reserved. 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.
  6. 6. Back  office  systems  will   need  to  support  real-­time   business  models 6Copyright  ©  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
  7. 7. Real-­time  use  cases  abound  in  consumer  smartphone  apps Social/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  systems Healthcare:  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 7Copyright  ©  2016  Accenture.  All  rights  reserved.
  8. 8. These  new  platforms  also  =  adoption  of  New  IT 8Copyright  ©  2016  Accenture.  All  rights  reserved. 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  
  9. 9. Once  in  place,  enterprises  will  use  these   platforms  as  new  types  of  business  models 9Copyright  ©  2016  Accenture.  All  rights  reserved. “Products  have  features.   Platforms  have   communities” Marshall  Van  Alstyne MIT  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
  10. 10. Using  platforms  is the  business  model 10Copyright  ©  2016  Accenture.  All  rights  reserved.
  11. 11. Tech  Companies   and  Born-­ Digital   Organizations Alibaba Alphabet Amazon.com Apple Baidu eBay Facebook JD.com LinkedIn Netflix Priceline.com Salesforce Tencent Twitter Yahoo!Internet Companies $16,752 +15,187.1% Platform Companies $2,560,902 Internet   Companies Apple Axel  Springer Copart Fox  Communications IAC/InterActive  Corp. iLive iStart Internet Live  Microsystems Netcom  Online Netscape PSINet RentPath Storage  Computer  Corp. Wave  Corporation Web.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) Is  anyone  successfully  doing  this? Market  Cap  Valuations  – Internet  vs.  Platform  Companies Market  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. 11 1995 2015 $MM
  12. 12. 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 12Copyright  ©  2016  Accenture.  All  rights  reserved.
  13. 13. 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 Developers Publishers Content   owners Retail Services Platform Ecosystem Production Distribution Marketing Consumer 13Copyright  ©  2016  Accenture.  All  rights  reserved.
  14. 14. 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,  2015 2  “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: 14
  15. 15. Platform  Economy:  100-­Day  Plan 15Copyright  ©  2016  Accenture.  All  rights  reserved. 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.
  16. 16. Platform  Economy:  365-­Day  Plan 16Copyright  ©  2016  Accenture.  All  rights  reserved. 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.
  17. 17. Predictions 17Copyright  ©  2016  Accenture.  All  rights  reserved. Immersive  becomes  Pervasive. Businesses  go  beyond  AR,  VR  and  MR  to  create  platforms  on   which  customers,  employees  and  partners  can  experience  all   the  five  senses  – together  – in  any  environment  they  choose.   This  leads  to  the  early  stage  of  dematerialization  where  people   can  be  present  virtually  anywhere  in  the  world  at  any  time  and   meet  with  their  friends.
  18. 18. Key  Takeaways 18Copyright  ©  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).
  19. 19. 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. 19Copyright  ©  2016  Accenture.  All  rights  reserved.
  20. 20. Copyright  ©  2016  Accenture.  All  rights  reserved. Thank  you #techvision2016 www.accenture.com/technologyvision