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1、Transforming the industry that transformed the worldHigh Tech industry narrativeCopyright 2021 Accenture.All rights reserved.Eight trends are triggering a new Industry Paradigm for High Tech2Explosion of smart devices&edge computing applicationsShift to AAS business models to create more long-term v
2、alue for customersSupply chain volatility due to global chip shortage&COVID-19 disruptionHeightened macro-level instability due to geopolitical tensions&new trade policiesAccelerated need for cloud transformation to sustain hybrid workforce solutionsAs traditional markets mature,pressure to exploit
3、industry convergence points to expand revenue streamsPush to integrate AI&ML everywhere along the value chain to spur top-line growth and support the bottom lineGrowth in 5G-enabled solutions due to increased demand for streaming content,gaming,and connected experiencesRevealed in the 2021 Accenture
4、 High Tech industry studyEvolving customer needs and macro-level shifts spur the need for technological evolution and operating model re-invention3Cloud-powered innovationRise in smart devicesEmbedding AI&ML5G&edge solutionsMajor migration to cloud,accelerated by COVID-19,creating opportunity for ne
5、w types of innovation Proliferation of smart devices and platforms that are connected to IOT and AIOTAI/ML solutions accelerating and enabling both top and bottom lineopportunities Expedited 5G rollout and edge computing enables new solutions needing high speed and low latencySales of new cloud semi
6、s&solutions+internal efficiency and innovation opportunitiesReinventing the core product offering and creating new types of devicesSales of new types of AI/ML semis&solutions+internal use of AI/ML to increase operational efficiencyDirect sales of 5G and edge semis&devices,plus new types of 5G-enable
7、d solutionsShift to as-a-serviceFlexible&resilient supply chainGrowing shift to AAS models to both deliver value to customers and improve profitability and sustainabilityIncrease risk and variability in supply requires more dynamic capabilities Major business transformation needed to shift from lega
8、cy process,systems and cultureDigitalization of supply chain planning,sourcing,mfg,and service requiredIndustry convergenceGeopolitics&trade policiesTechnology blurring historic lines and shifting focus to cross-industry experiences US-China tensions,as well as the rise in politicization of data and
9、 technologyGrowth opportunities in new markets and customer segmentsCreation of segmented supply chains and need for new regulatory and planning capabilitiesImpetusHigh Techclient impactTechnological evolutionOp model re-inventionMacro-transformationTriggers for a New Industry ParadigmHigh Tech CXOs
10、 are tasked with five key imperativesAdoption of new recurring revenue subscription models to sustain top-line growth&meet customer demandShift to as-a-service01Expand industry boundariesReinvent the portfolio4Modernize the enterpriseBuild resilient supply chainsHigh Tech companies must modernize th
11、eir core to modernize the world through new business models,new products,and new marketsAcceleration of tech-driven industry convergence&blurred industry lines to unlock new growth potentialInvestment in connected ecosystems&cutting-edge technologies to deliver hyper-customized experiences Enablemen
12、t of new business models,processes,and technologies to support strategic vision and reduce operational cost and complexityRepurposing of supply chain resiliency(as a result of global chip shortage and COVID-19 pandemic)to mitigate risk and protect revenue02030405Shift to as-a-service015As-a-service(
13、AAS)Departure from traditional product-only business model to subscription-oriented,bundled product+service+platform-based business modelHigh Tech relevanceExisting hardware-centric business models fail to enable customer preferences for dynamic,integrated,seamless experiencesHigh Tech companies can
14、 mobilize their deep footprint and install base to leverage AAS as an avenue for differentiation in a hyper-competitive High Tech landscapeHigh Tech as-a-service trailblazerMarket cap2001$7B2011$377B2016$609BJan 21$2.2TServices as%of net sales2001N/A20115.8%201611.3%202019.5%6Snapshot into Apples ev
15、olutionApple is the quintessential boundary pusher.Over the past decade,Apple has cultivated obsessive brand loyalty through sustained breakthroughs in both hardware and subscription-based software offerings.No other company better exemplifies adoption of AAS as a vehicle for profitability and revol
16、utionary customer experience.iMac G3iBookiPodShuffleiPhoneiPadiCloudPayWatchFitness+MusicNews+TV+Source:Accenture Research,Yahoo Finance,Apple 10-KSubscription-based revenue streams are key to meeting customer demand&sustaining top-line growthProven success of AAS in Software&Platforms has unlocked
17、Pandoras box for High Tech to do the sameHigh Tech players recognize that adopting an as-a-service business model is not a matter of if,but when.Amid growing customer demand for curated Product+Service+Platform solutions,High Tech firms are quickly reaching the limits of value that can be captured t
18、hrough existing business models.Nevertheless,they struggle to adopt the financial models,supply chains,and sales organizations required to enable AAS.What should we do tomorrow?Reinvent the relationship between the company and the customerto establish a more predictable,recurring revenue stream and
19、create customers for lifeAssess potential for vertical integration across the stack by exploring Product+Platform+Service+Experience bundling to differentiate in an increasingly saturated marketWhere are we today?Source:Accenture Research,P&S Intelligence,Forbes75xCompanies that have adopted subscri
20、ption-based models have created 5x more enterprise value per dollar of revenue earned+24%Global AAS market is skyrocketing,with a projected CAGR of 24%or$344.3B by 2024$50BApples Services(incl.Fitness+,News+,iCloud)business expected to top$50Bin profit by 2025Leaders are betting on as-a-service to d
21、eliverSource:Accenture 2021 High Tech C-Suite Survey1.Over the next 2-3 years,what are the top goals for your company?2.What are the top benefits of transitioning to an-AAS model for externally sourced capabilities/solutions?59%46%42%40%Top C-Suite goals for the next 23 years59%|Revenue growth46%|Cr
22、eating operational efficiencies42%|Profit/EBITDA growth40%|Improved data security32%64%47%27%30%32%35%High Tech leaders are laser-focused on revenue growth as their#1 priority18Reduced time to benefitAbility to scaleEasy integrationEasy to use&build POCsLower CapExAccess to new SW upgrades/releases
23、Pre-built functionalities&use casesand are placing strategic bets on as-a-service as fuel for long-term scale2To effectively adopt as-a-service,High Tech companies should take five fundamental actions 9Shift toas-a-serviceRevamp go to market strategy and sales organizationUpskill and enable the sale
24、s organization to launch new bundled offerings.Reassess how to go to market to effectively deliver on the value proposition,enhance customer experience,and achieve financial objectivesRedesign the operating modelEnsure the right cross-functional capabilities are in place to support the Go to Market
25、strategy in a more sustainable and responsible way,with clearly defined roles&responsibilitiesUnify product and platform strategyDevelop a shared platform of common,base services that allow product teams to rapidly innovate and experimentBuild foundational business transactions,process,and toolsInve
26、st in secure enterprise system capabilities and develop scalable architecture to enable new business transactions with a frictionless user&customer experienceReinvent and expand the ecosystemDevelop strategic partnerships to reach build-partner-buy decisions and jointly develop,market,and commercial
27、ize offersExpand industry boundaries0210Industry convergencePivot from core competency area(e.g.,hardware component)to creation of high-value,cross-industry experiences(e.g.,hardware-powered solution that includes software and services)High Tech relevanceHigh Tech players are todays leaders in ecosy
28、stem carryover,leveraging their existing foothold,loyal customer base,and distribution channels to secure a competitive position in new industries.From Automotive to Health,High Tech firms are quickly becoming respected rivals in adjacent industries.High Tech industry boundary trailblazerMarket cap2
29、011$8B2016$57BJan 21$321B11Snapshot into NVIDIAs evolutionFrom graphic chip startup toend-to-end industry solution activator,NVIDIA is redefining what it means to be a High Tech player.NVIDIA capitalizes on its full-stack expertise to rewrite industry borders and co-design the smart-X ecosystem.Sour
30、ce:Accenture Research,Yahoo Finance,NVIDIAE2E hardware,software,and service industry solutionsAutonomous vehiclesSmart city metropolisIntelligent storesSmart hospitalsSelf-driving cars and virtual simulationsNext gen last-mile delivery robotsIncident detectionHumanitarian&disaster reliefTraffic mana
31、gementAsset protectionPersonalized in-store experienceAutonomous shoppingAI patient assistantAutomated PPE&hospital inventory checksSmart devicesFROMGPUs in electronic gaming&PCsTOBreakthrough end-to-end(E2E)industry solutions73%of health consumers reinforce the market opportunity for wearables,stat
32、ing wearables that monitor glucose,heart rate,physical activity,and sleep as beneficial to understanding their health$78BGlobal automotive software(e.g.,ADAS,infotainment)market is projected to reach$78B by 2030$2TConsumer Tech companies(e.g.Samsung,Apple,Google)will continue to expand into Global P
33、ayments,as revenue will reach$2T by 2025 The Company+Customer paradigm continues to shift as High Tech players face inward and outward convergenceHigh Tech companies who orchestrate strategic industry collisions are better positioned to meet growing customer expectations for on-demand,curated hardwa
34、re+software+service solutions.Source:Accenture Research,P&S Intelligence12High Tech companies are spearheading a historic wave of tech-driven convergence,investing outside of their core industries to unlock new growth.As industry boundaries blur,new competitive forces emerge,as well as ambiguity on
35、where to strategically play.What should we do tomorrow?Examine how industry convergence poses a threat to existing market share&impacts the competitive landscapeExplore cross-industry expansion opportunities to heighten economies of scale,optimize efficiency,expedite R&D productivity/discovery,and s
36、timulate revenue growthWhere are we today?87%of execs agree:convergence is a growth enablerSource:Accenture 2021 High Tech C-Suite SurveyHow strongly do you agree with the following statements:1.“Industry convergence has increased the level of competition within my industry”?2.“My company is well-pr
37、epared to meet the new challenges and opportunities that come with industry convergence.”?Majority of C-suite Executives believe that industry convergence is a core enabler for long-term growth.1,213Illustrative examples of High Tech industry convergence opportunitiesAgree that industry convergence
38、has heightened the degree of competition within their industry 87%Concur that industry convergence has increased the level of opportunity for revenue growth85%Smart mobilityConnected infrastructureDigital healthAutonomous boats,cars,trucks,drones,public transportation,military vehiclesEdge-and 5G-en
39、abled smart buildings,smart grid,energy/utilities managementAI-powered smart hospitals,fitness wearables,COVID-19 contact tracing&wallet appsExpand industry boundariesHigh Tech players have four pathways to unlock value into new industry ecosystems14Build based on demand sensorsPivot from a“sell wha
40、t you build”mindset to building what customers actually need.Approach R&D and product development from a customer-centric lens to build bespoke solutionsCapitalize on installed base to expand into adjacent areasLeverage deep device footprint and expansive product capabilities to explore new territor
41、ies that align with demand sensors(e.g.,digital health,sustainability-focused technologies)Forge strategic alliancesDesign and operationalize an Alliance Innovation Hub to fuel experimentation and commercialize market-relevant joint offerings at scale,without cannibalizing existing offerings Leapfro
42、g through mergers&acquisitionsAcquire new capability sets(e.g.,intellectual property,talent,distressed tuck-in,strategic bets in growth markets)to reinvigorate existing portfolio and accelerate entry into new spacesReinvent the portfolio0315Portfolio reinventionWith the proliferation of cloud,5G,edg
43、e,IoT,and AI/ML,High Tech companies can derive faster insights and develop hyper-connected customer experiences catered to limitations in different environments.Product portfolio reinvention is needed to capture growing market opportunity and deliver on evolving customer demandsHigh Tech relevanceGi
44、ven the explosive growth in these technologies,High Tech companies are forced to redefine what to build,reassess what assets(e.g.,data)can be monetized,and reconfigure how to go to marketHigh Tech connected portfolio trailblazerMarket cap2011$32B2016$38BJune 21$47B16Snapshot into JCIs evolutionJCIs
45、growing investments in emerging technologies have made the company a pioneer in smart building solutions.From thermostat titan to sustainability leader,JCIs competitive position in smart,secure,and sustainable buildings is continuously enabled by edge computing,advanced analytics,and the connected e
46、cosystem.Source:Accenture Research,Yahoo Finance,JCICOVID-19 flexible infrastructureTOleader in smart building solutionsTObuilding control systemsFire and security servicesTouchless buildingsSustainability predictive analyticsOpenBluedigital platformPKI cybersecurityFROMelectric room thermostatsThe
47、High Tech company of the future will harness digital enablers to reengineer its market positioningHigh Tech organizations are well-positioned to capitalize on the growing market opportunity for digital disruptors if they are willing to reimagine their product offeringsSource:IHS Markit,Accenture Res
48、earch,IDC17High Tech companies have begun to acquire startups,develop alliances,and integrate IoT/edge capabilities within their portfolios,but many have yet to commercialize at scale.Only few have leveraged these cutting-edge capabilities to enable top-line growth.What should we do tomorrow?Refresh
49、 product and technology roadmap to encompass strategic digital enablersIntegrate connected ecosystem into value chainWhere are we today?$13T5G will yield approximately$13.2T in global economic value by 2035$251BGlobal edge computing market is projected to reach$251B by 2024,with a CAGR of 12.5%from
50、2019202456BBy 2025,there will be roughly 56B connected devices worldwide,75%of which will be connected to an IoT platformAssess market opportunities and potential to pilot cutting-edge technologies through strategic partnershipsLeaders see these digital enablers as the futureSource:Accenture 2021 Hi
51、gh Tech C-Suite Survey1.What will be the biggest technological tipping points that will unlock the full potential of smart devices and edge computing to maximize return on investment?High Tech firms are in a race to meet growing customer demand for custom solutions18and are investing in the followin
52、g digital enablers to bring these solutions to life1Choose your own stadium adventurePowered by 5GDynamic smart home assistancePowered by edge sensors67%63%59%23%19%7%AI/ML analytics platformsProliferation of 5GSensor technologiesEnd device battery lifeLow/No code implementationSplit renderingHigh T
53、ech C-Suite Executives prioritize AI/ML capabilities and 5G as most importantIllustrative example of customer-centric solutionsHigh Tech companies are five steps away from reimagining their portfolios and offering hyper-personalized customer experiences19Develop new product introduction strategyDete
54、rmine the value proposition,target audience,and differentiating capabilities that earn your organization the right to win Redesign the value chainConsider launching a distinct innovation arm to drive use case design,accelerate execution,and own deliveryShape the go-to-market strategyAssess how to de
55、liver on the value proposition achieve competitive advantage with new product offeringsReinvent the portfolioDigital innovation factoryProvide a customizable set of end-to-end digital execution capabilities which combines multi-disciplinary skills to accelerate product launch at scaleDiscover the ar
56、t of the possibleIdentify customer problems(use cases)to solve leveraging cutting-edge technologies(5G,edge,AI/ML,and cloud)as applicableModernize the enterprise0420Core modernizationReinvention of core technology systems,data architectures,operating models,and operational processes to adapt to new
57、business modelHigh Tech relevanceHigh Tech players power the modern economy,but many have yet to modernize their own enterprise.Cue the era of modernizing the core,wherein High Tech firms rebuild their foundation to enable new business models,new market entry,and new product introductionHigh Tech co
58、re trailblazerFY20 revenue$51B21Snapshot into Lenovos evolutionLenovos record of innovation is fueled by a history of continuous technology,process,and workforce transformation.Lenovos multi-decade journey of reinvestment in the enterprise now affords the company the opportunity to penetrate new mar
59、kets and transition from a device+to intelligent solutions company.Source:Accenture Research,Lenovo Investor Day Reports,Yahoo FinanceMay 21 market cap$15BERP Overhaul Core modernizationPartner experience&channel transformationFinance transformationSmart supply chain powered by big data,AI,AR,5G,IoT
60、&blockchainIT op model redesignManufacturing joint venturesWithout investing in enterprise transformation,High Tech companies risk leaving billions on the tableHigh Tech firms will struggle to recover from disruptions and fail to meet changing customer needs unless they get serious about business an
61、d op model reinvention,core tech transformation,and provide new value to customers.Source:Accenture Research,Morgan Stanley,Bank of America,Nasdaq22High Tech players have begun to modernize their business as a reactive response to COVID-19.However,adapting their business models to enable more resili
62、ent operations,agile ways of working,and cutting-edge capabilities remains an operational challenge.What should we do tomorrow?Refresh technology stack and next gen ERP to optimize operating models supported by cloud to drive growthConduct workforce skill gap analysis and create talent development p
63、lans with enterprise transformationsWhere are we today?60%of organizations lack the capabilities&organizational model to sustain a liquid,modular,and agile organization40%Companies can reduce CapExby 40%by migrating to virtualized,cloud-based architectures30%of High Tech executives fear transitionin
64、g to the cloud due to nebulous strategic valueAI&Cloud:clear benefits,unrealized potentialSource:Accenture 2021 High Tech C-Suite Survey1.What are biggest benefits/reasons for deploying AI/ML solutions within your org?,2.What are the top outcomes your organization is looking to achieve through inves
65、tments in cloud solutions?,3.What are some of the biggest internal roadblocks in the investment in&adoption of cloud infrastructure solutions?High Tech Executives are clear on the benefits of deploying AI&ML within their organizations123Free up labor for higher-value activitiesStay in line with comp
66、etitive pressuresAbility to drive cost efficienciesAbility to drive revenue growthMaintain competitive edge in marketOpportunity to upskill labor forceCloud has been pivotal to sustaining a distributed workforce throughout the pandemic.Yet,many High Tech companies have yet to fully unlock the potent
67、ial of their cloud investments.High-Tech Executives believe further investment in Cloud can achieve the following2but they must first overcome two core challenges around cloud adoption3Undeveloped cloud strategyLack of internal cloud expertise79%58%37%33%32%18%Improved productivityIT modernizationIm
68、proved efficiencyIncreased agility&innovationCost savings56%48%44%39%30%Modernize the enterpriseHigh Tech players should take a five-pronged approach to modernize the core of their enterprise24Industrialize operational agilityFree up human capital to focus on higher-value work through process effici
69、ency,continuous improvement,and centralized data/analytics capabilitiesOffer a differentiated&personalized customer experienceDeploy AI-powered customer care solutions to decrease service costs,optimize back-end sales motions,and meet customers where they want to be metUnlock the potential of people
70、Activate the workforce of the digital future by equipping employees with in-demand skills.Facilitate cultural transformation through increased commitment to Inclusion&Diversity,optimized employee experience,and continuous learning Redesign the operating modelEnsure the right,secure structures are in
71、 place to activate an intelligent,agile op model that enables fluidity across people,process,technology systems,and assetsCreate a digital foundation powered by next gen ERP&new data strategiesLeverage next gen ERP and automation to build a digital core that heightens agility,helps real-time decisio
72、n making,and fuels robust omni-channel experiences.Build a data-powered enterprise through bold big data strategies and AI/ML solutionsBuild resilient supply chains0525Supply chain resiliencyCOVID-19 and geopolitical tensions have disrupted global supply chains,creating an urgent need to address the
73、 crisis while building greater supply chain resilience for the futureHigh Tech relevanceHigh Tech companies are searching for new ways to infuse agility and intelligence into supply chains to better withstand future crisis.The flexible,integrated supply chains of the future will help sustain competi
74、tive advantage and accelerate growthHigh Tech supply chain trailblazerMarket cap2011$134B2016$218BJan 21$487B26Snapshot into Samsungs evolutionSamsung has become a dominant player in the global semiconductor supply chain by securing a competitive edge in cost,delivery,and technology.Through supply c
75、hain network diversification and investments in intelligent supply chain capabilities,Samsungs supply chain emerges as a core differentiator Source:Accenture Research,Samsung Investor Relations,Yahoo Finance,Forbes Chip productiondiversification Product binning test strategyTransparency into critica
76、l nth-tier suppliersSemi postponement strategy withinwafer&testSupplier collaboration for innovationIn times of disruption,those with agile,intelligent,and resilient supply chains would have the competitive advantageHigh Tech firms that can rapidly strengthen their supply chain resilience would be b
77、etter prepared to adopt as-a-service business models,manage immediate crisis,and anticipate future disruption.Source:Accenture Research27COVID-19,natural disasters,and geopolitical tensions have accelerated supply chain disruption.Several manufacturing plants remain closed and shipping options remai
78、n limited.As the global chip supply crisis continues,every downstream emerging tech sector is focused on protecting their revenue and supply chain against risk.What should we do tomorrow?Invest in intelligent supply chain analytics capabilities to lower disruption response time and minimize costsAs
79、part of AAS adoption,strengthen quality of supply chain services(e.g.,same-day delivery of spares,hardware return logistics)to deliver superb customer experienceWhere are we today?94%of Fortune 1000 companies continue to experience supply chain disruptions due to COVID-1910 of 12Major companies in 1
80、0 of 12 global sectors state the need to shift a portion of their supply chains from current locations due to tariffs,automation,and national security concerns#1In a recent Allianz survey of global executives,business interruption was ranked the#1 most important business risk factorInfuse enhanced v
81、isibility and sustainability within supply chain reduce long-term riskThe C-Suites top priority:Digitizing the supply chainSource:Accenture 2021 High Tech C-Suite Survey1.How important are each of the following benefits your organization would hope to achieve through digitalization of supply chain a
82、ctivities?Companies are prioritizing digitalization of supply chain activities to transform their supply chain models+C-Suite Executives across the board are aligned on the urgencyof developing future-proofedsupply chains10Enable demand-driven supply chainOptimize supply chain lead timesU
83、tilize just-in-time decision-making techniquesReduce product markdowns,overstock,and out-of-stocksImprove cash flow and cost managementImproved reliability&decreased delays&downtimeNot ImportantVery Important 25%10-25%$200B34%North America19%Western Europe22%Asia:Japan10%Asia:China8%Asia:Taiwan4%Asi
84、a:Korea3%Sub-Saharan AfricaGeographic distributionHigh Tech industry narrative team31ContactsDavid SovieGlobal High Tech Industry LeadVik ViniakNorth America High Tech Strategy LeadTawfik JarjourNorth America High Tech Strategy Senior ManagerMarc GelleEurope High Tech Industry Lead HongbiaoYuGreater
85、 China High Tech Industry LeadHarman AhujaNorth America High Tech Strategy Managing DirectorSam PandaNorth America High Tech Strategy Managing Director Ryosuke SatoJapan High Tech Industry LeadArun KhuranaNorth America High Tech Industry LeadSyed AlamGlobal Semiconductor Industry LeadContributorsJoh
86、n KinnamanHiroyuki OkabeXiaoxiao GuanYasuhisa AzegamiGuido DhertTaylor GuoHarvey KimVanessa Naik Geoffrey HillsCody CrookFarah AhmedCathy ChenAishwarya SalujaShaden AlsheikShaan MahbubaniAndy KohokTim ChuIvan HuangAbout Accenture Accenture is a leading global professional services company,providing
87、a broad range of services in strategy and consulting,interactive,technology and operations,with digital capabilities across all of these services.We combine unmatched experience and specialized capabilities across more than 40 industriespowered by the worlds largest network of Advanced Technology an
88、d Intelligent Operations centers.With 537,000 people serving clients in more than 120 countries,Accenture brings continuous innovation to help clients improve their performance and create lasting value across their enterprises.Visit us at .32Disclaimer:This content is provided for general informatio
89、n purposes and is not intended to be used in place of consultation with our professional advisors.This document refers to marks owned by third parties.All such third-party marks are the property of their respective owners.No sponsorship,endorsement or approval of this content by the owners of such marks is intended,expressed or implied.