1、Navigating a post-digital world INNOVATING FOR RESILIENCE TECHNOLOGY VISION 2020 AEROSPACE AND DEFENSE #TechVision2020 COVID-19 poses an unprecedented challenge to the Aerospace and Defense industry, but different segments will experience the crisis in different ways. Digital remains a powerful driv

2、er of change, with the potential to impact across every aspect of the industry value chain. To navigate both present and future challenges, aerospace and defense companies need to double down on their digital transformation. From the very earliest days of manned flight, aerospace and defense compani

3、es have, almost by definition, solved large, audacious challenges. And in recent times few have been larger or more complex than the COVID-19 pandemic. Of course, as they seek to rebalance their operating models and achieve resilience in the post COVID-19 world, the different segments of the Aerospa

4、ce and Defense industry will each face specific contexts. Defense and space would appear to offer a relative safe haven in terms of demand, as governments step up to offer more favorable terms and budgets remain committed. In contrast, commercial aerospace has been hit by airlines cutting capacity a

5、lmost overnight (between 40% and 100%) and asking for deferrals, model switches on orders and cancellations. The aftermarket is also facing reduced revenue as airlines defer overhauls to conserve cash.1 But the backdrop of change impacting the industry before the pandemic largely driven by digital t

6、echnologies in the business and in the products and services has not and will not recede. Digital transformation will continue exerting a powerful influence. Whether its about being more data-driven, deploying more automation and AI, using the cloud extensively or having a more collaborative culture

7、 and the digital tools to support it every organization now recognizes the power of digital to achieve resilience in readiness for a volatile world. Digital is no longer an aspiration, its an expectation. And whats more, those expectations are changing, as people become accustomed to digital technol

8、ogy as an intertwined element of their everyday lives. Thats a perception that is strongly supported by aerospace and defense executives surveyed for this years Accenture Technology Vision, 84% of whom agree that technology has become an inextricable part of the human experience.2 Technology has the

9、 potential to transform every aspect of the aerospace and defense value chain. From customer experience, to engineering and manufacturing and from the extended enterprise to operations and aftermarket, digital technologies can fundamentally change the art of the possible and the way that all parties

10、 in the chain interact and collaborate. Senior aerospace and defense executives agree. Nine out of ten say that their organizations need to elevate their relationships with customers as partners. To that end, for example, 85% of executives have piloted or deployed voice of the customer analytics pro

11、grams to drive product decisions.3 Executives are also anticipating significant increase in the sale of new digital services, predicting these to rise over two-fold in the next five years.4 81% say that their connected products and services will have more, and more frequent, updates.5 Aerospace and

12、defense executives expect to harness new technology to deliver these services. 71% say that robotics will enable the next generation of services and 77% are already piloting or deploying AI in their operations.6 INNOVATING FOR RESILIENCE2 INNOVATING FOR RESILIENCE3 While the industry is demonstrably

13、 embracing digital, theres still plenty of progress yet to be made. The themes of the Accenture Technology Vision 2020 for the Aerospace and Defense industry highlight some of the key influences and trends that aerospace and defense businesses will need to navigate as they accelerate their journeys

14、into the new digital world. Navigating a post-digital world Five technology trends reshaping the future 1 The I in experience Rather than operating in isolation, leading businesses work with their customers to create digital experiences. Customers have not rejected customization - far from it. But t

15、hey are more wary of how companies deliver it. Two-thirds (66%) of those surveyed, report that they are just as concerned about the commercial use of their personal data and online identity for personalization purposes as they are about security threats and hackers. In response, customers want a lar

16、ger say in how their data is used and greater input into the experience they get. Leading aerospace and defense companies are providing immersive and co-created experiences to improve aircraft design and maximize the enjoyment and comfort of the flight experience. The next generation, technology-dri

17、ven experiences will place people at the center of the aircraft design process, prioritizing comfort, hygiene, safety and the passenger experience. 72% of aerospace and defense executives agree that organizations need to dramatically reengineer the experiences that bring technology and people togeth

18、er in a more human-centric way,7 slightly lower than the proportion across all industries (figure 1). Figure 1: The I in experience, survey results: organizations need to dramatically reengineer experiences that bring people and technology together 72% 28% 45% 76% 28% 48% Aerospace and Defense All I

19、ndustries Agree Strongly Agree 2 AI and ME The full potential of AI has moved beyond being merely automating simple task to a powerful collaboration tool used between human employees and machines. Maximizing the impact and value of AI in aerospace and defense means understanding how human-AI collabo

20、ration can improve outcomes. But unlocking this potential requires more than building or buying a tool. It means reengineering and reimagining the enterprise and the workflows AI systems are designed to support such as efficient supply chain management, designing a better aircraft or even managing s

21、pecialized talent. It is an area of strong focus for the Aerospace and Defense industry, with 30% of executives reporting that AI has been adopted across multiple business units, compared with 23% for all industries.8 Overall 77% report that AI has been piloted or adopted in their business, compared

22、 with 73% across all industries (figure 2).9 Figure 2: AI and ME, survey results, proportion piloting or adopting AI Figure 3: Dilemma of Smart Things, survey results, proportion offering more variety in ownership models for connected products and/or services 77% 30% 23% 24% 73% 23% 32% 18% Aerospac

23、e and Defense All Industries Adopted across multiple business units Adopting in 1 business unit Piloting 66% 21% 45% 79% 26% 53% Aerospace and Defense Agree Strongly Agree All Industries 3 The Dilemma of Smart Things Buying a product is today no longer about purchasing a physical, finished item. Pro

24、ducts are conduits for evolving services and experiences. Companies must work to design their products and ecosystems to accommodate ongoing change. It is a trend thats very evident in the Aerospace and Defense industry. 82% of industry executives expect their connected products and services to have

25、 more, or significantly more, updates over the next three years.10 In addition, many companies increased focus on aftermarket services supports continuous customer interactions and opportunities to respond better to their changing needs. Intelligent engines, next-generation flight management systems

26、 (FMS), predictive maintenance, inflight connectivity and other connected products are driving a fundamental business model shift. A form of shared ownership is emerging that is seeing aerospace and defense companies continue to retain some control and responsibility over a product or a service sold

27、 to airlines or a government. However, at 66%, the trend for new ownership models in aerospace and defense is less marked than in other industries which at 79%, report a more decisive shift (figure 3).11 INNOVATING FOR RESILIENCE4 INNOVATING FOR RESILIENCE5 4 Robots in the Wild As robotic capabiliti

28、es extend beyond controlled environments, companies testbeds potentially span the entire world. As they seek to take advantage of the possibilities that robots operating in uncontrolled environments create, aerospace and defense companies face challenges around talent and how best to establish and g

29、overn new forms of human-computer interaction. But there is plenty of potential: aerospace manufacturing automation, advances in robotics and drone technology, falling hardware costs, and the advent of 5G are enabling robotics capabilities in the open world and uncontrolled environments, expanding o

30、pportunities for what aerospace and defense companies can do. Already, 71% of executives believe that robotics will enable the next generation of services.12 However, while positive about the potential opportunities of 5G, aerospace and defense executives are slight less positive than their peers ac

31、ross industries (figure 4).13 Figure 4: Robots in the Wild, survey results, proportion agreeing that 5G networks will expand opportunities for robots to operate in an uncontrolled environment Figure 5: Innovation DNA, survey results, proportion agreeing that the next wave of innovation will be drive

32、n by scientific research targeting sustainable development, climate change and energy 72% 23% 49% 75% 30% 45% Aerospace and Defense All Industries Agree Strongly Agree 82% 31% 51% 77% 32% 46% Aerospace and Defense All Industries Agree Strongly Agree 5 Innovation DNA By focusing on key building block

33、s of their companys innovation DNA, businesses can transform how they innovate. Innovation is a clear priority for the Aerospace and Defense industry, with 75% of executives saying that they believe the stakes for innovation have never been higher.14 82% of executives also believe that scientific re

34、search targeting sustainable development, climate and energy will drive the next wave of innovation,15 higher than the industry average of 77% (figure 5). Accordingly, aerospace and defense leaders are taking advantage of a diversity of disruptive technology, ensuring their innovation strategies inc

35、lude efforts from across three major categories. These include the scientific advancements that are moving out of research and development labs into practical applications faster than ever, maturing digital technologies that continue to propel digital transformation journeys, and emerging Distribute

36、d Ledger Technology, Artificial Intelligence, Extended Reality, Quantum Computing (DARQ) technologies. The COVID-19 pandemic has arisen at a time when the Aerospace and Defense industry was already addressing tumultuous change. But it could well be the case that the actions companies will need to ta

37、ke to remain strong and deal successfully with the post-pandemic reality are complementary with, and in some cases identical to, the steps required to navigate the digital world. A three-point plan for the digital future As they set themselves up for the journey ahead, aerospace and defense companie

38、s need to think how they approach ongoing and new challenges in the different segments they serve by transforming digitally around three fundamental dimensions. They need to: Pivot towards digital transformation and leverage smart technologies while balancing the drive for efficiency with the need t

39、o invest for the future. Adopt intelligent solutions powered by AI. Invest in resiliency by enabling talent and rotating to the cloud, to increase the speed of strategy execution. INNOVATING FOR RESILIENCE6 INNOVATING FOR RESILIENCE7 Figure 6: Eight imperatives for a digital state of mind16 Eight im

40、peratives for a digital state of mind MOVE TO AN AGILE AND RESILIENT PARADIGM INNOVATE AT SPEED AND ADAPT TO THE NEW NORMAL Sales & Contract Design & Eng. Supply Chain Mfg. & Assembly Enterprise Functions Service & Support D I G I T I Z A T I O N C O - I N N O V A T I O N N E W B U S I N E S S E S E

41、MBED SECURITY AT THE CORE CROSS THE NEXT FRONTIER OF SERVICES BE A DATA DRIVEN ENTERPRISE COLLABORATE ACROSS THE ECOSYSTEM MAKE MANUFACTURING SMART BUILD DIGITAL RESILIENCY 8. Build digital resiliency Ensure seamless integration with cloud strategy and adoption of new digital technologies within and

42、 outside the enterprise ecosystem. 7. Collaborate across the ecosystem Enable superior execution capabilities with partners. 6. Make manufacturing smart Enable company production systems to automate and continually adjust their speed and customize products on the fly to match customer needs. 5. Inno

43、vate at speed and adapt to the new normal Protect the health and safety of staff and address peoples physical, mental and relational needs so that they can thrive and drive innovation using latest technologies and platforms. 4. Embed security at the core Integrate security and resiliency in the oper

44、ating model to manage cyber-risk across the enterprise and across the value chain. 2. Be a data-driven enterprise Deploy the right skills and culture to extract the full value from company data, drive smarter decisions powered by AI and boost productivity. 1. Move to an agile and resilient paradigm

45、Stand up a rapid response infrastructure with clear ownership of crisis monitoring and tracking, with the agility to enable faster decision making. 3. Cross the next frontier of services Execute customer-centric strategies to enable new business models and create new sources of growth. Taken togethe

46、r, these imperatives can help aerospace and defense companies plan and prioritize the actions they must take now and next to meet the challenges of COVID-19 and continue their upward journey to becoming resilient, fully- digital enterprises (figure 6). Accenture has identified eight imperatives that

47、 put digital at the heart of the business and help build comprehensive digital capabilities across the value chain: 200424 Copyright 2020 Accenture. All rights reserved. Accenture and its logo are trademarks of Accenture. References 1. Accenture analysis 2. 2020 Accenture Technology Vision aerospace

48、 and defense respondents 3. ibid 4. IX.0 Digital Mastery 2020 Survey, aerospace and defense respondents 5-15. 2020 Accenture Technology Vision aerospace and defense respondents 16. Accenture analysis, April 2020 Authors John H. Schmidt Aerospace and Defense Global Industry Lead Marc Gelle Aerospace

49、and Defense Europe Industry Lead Contributors Jeff Wheless Principle Director, Aerospace and Defense Accenture Research Soumik Ghosh Aerospace and Defense Offering Development Lead Anshul Sharma Aerospace and Defense Research Associate Manager Visit About Accenture Accenture is a leading global professional services company, providing a broad range of services in strategy and consulting, interactive, technology and operations, with digital capabilities across all of the