Tech Adoption and Strategy for Innovation & Growth
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The document highlights the significant performance gap between leaders and laggards in technology adoption, particularly exacerbated during the COVID-19 pandemic, with leaders demonstrating much faster growth rates. It emphasizes the need for companies to reallocate IT budgets towards innovation rather than maintenance and to embrace partnerships for technology advancements. Additionally, case studies of companies like Banco Santander and Carrefour illustrate successful strategies in digital transformation and innovation collaboration.
Tech Adoption and Strategy for Innovation & Growth
- 1. From insights to action, the path to extraordinary value starts here. Make the leap, take the lead Tech strategies for innovation and growth
- 2. A staggering gap in performance and getting wider Before the pandemic, our research found that Leaders in technology adoption and innovation were growing at 2x the rate of Laggards. Companies have compressed transformation in the face of COVID-19. And Leaders are now growing 5x faster than Laggards. 2 Leaders have extended their advantage over Laggards 2x 5x Leaders’growthrate: 9.11 Laggards’growthrate: 4.24 Leaders’growthrate: 3.98 Laggards’growthrate: 0.80 Leaders’ revenue Laggards’ revenue
- 3. Leaders doubled down on technology investment during the pandemic 3 Sample: Leaders: n = 430, Laggards = 1075 >50% Leaders accelerated their investment in different types of technologies during the pandemic. Acceleration in Investment for Specific Technologies during the COVID-19 pandemic The investments in key technologies - such as cloud and AI - helped Leaders not only absorb impact quickly but refocus on growth Security Real time data Cloud IOT 72% 69% 68% 70% 50% 49% 47% 50% Leaders Laggards
- 4. Leaders Laggards Leaders focus on creating broader value They reach beyond traditional business priorities creating new value for all stakeholders • Providing access to innovative technology • Creating value with partners • Bolstering data sovereignty and privacy • Reskilling and upskilling employees • Improving employee experience, well-being and mental health • Designing human-centric customer experiences 4 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Employee training Employee experience Customer experience Data sovereignty and privacy Creating value with partners Access to innovative technology Percentage of companies achieving specific goals and activities
- 5. Copyright © 2021 Accenture. All rights reserved. Will only Leaders succeed? Introducing Leapfroggers Copyright © 2021 Accenture. All rights reserved. 5
- 6. What makes a Leapfrogger? 6 IT Spend = 100% Making the IT budget allocation flip to innovation Others Laggards Leaders Leapfroggers Share of IT spend on operations and maintenance versus innovation and discretionary spending Leapfroggers build core Systems Strength, adopting and scaling new technologies across their enterprises. Leapfroggers flip their IT budget allocation, from maintenance and operations to favor innovation (30% / 70%).
- 7. 7 Their success provides a roadmap to those that need to accelerate change Replatform for Systems Strength by moving to and innovating in the cloud Reframe their mindset shifting focus to innovation and collaborating with partners Reach for expanded access to technology across functions and embrace a broader value agenda addressing employee reskilling, well-being and mental health. How Leapfroggers overtake peers and catch up with Leaders
- 8. They replatform Building Systems Strength by moving to and innovating in the cloud 8 Copyright © 2021 Accenture. All rights reserved.
- 9. Copyright © 2021 Accenture. All rights reserved. 9 Banco Santander SA, the Madrid-based multinational financial services firm, shows replatforming at work. In 2019, Santander consolidated all of its digital services into a single global unit, removed potential duplication of apps and systems, and ensured that any new platforms are built “only once.” In replatforming, Santander dismantled internal silos. Systems now clearly map to capabilities. Investments in IT bring together all stakeholders across the organization, instead of creating shadow IT systems and leaving some groups out in the cold. Thanks to these replatforming efforts, the bank's app was recognized as the Best Bank for Digital Services in Spain in 2020. Santander used the cloud to extend digital capabilities across new markets and applications Building Systems Strength in the cloud Note: This description is based on publicly available information and is not a result of work performed by Accenture.
- 10. They reframe Changing their mindset to innovation and collaborating with partners and platforms 10 Copyright © 2021 Accenture. All rights reserved.
- 11. Copyright © 2021 Accenture. All rights reserved. 11 Carrefour Group, one of the world’s biggest supermarket chains, has been in the throes of a major overhaul to boost sales and profits and transform itself into a digitally savvy food retailer. Driving its strategy? Innovation. The company wants to increase food e-commerce sales to 4.2 billion euros by 2022. To get there, the company has invested 2.8 billion euros in its digital transformation and has partnered with the likes of Google to create innovation labs and reinvent the customer experience, and with startups to foster external innovation. The investments in innovation technologies paid off when the pandemic hit. In 2020, globally, Carrefour drove growth of more than 70% in food commerce, reaching 2.3 billion euros and it’s on track to meet its 4.2 billion euros target by 2022. Carrefour drove its strategy though innovation – with others. They focused on collaborating with partners from Google to startups. Second-mover mindset: innovation and collaboration Note: This description is based on publicly available information and is not a result of work performed by Accenture.
- 12. They extend their reach Expanding access to technology across functions, and embracing a broader value agenda addressing employee reskilling, well-being and mental health 12 Copyright © 2021 Accenture. All rights reserved.
- 13. Copyright © 2021 Accenture. All rights reserved. 13 Germany’s Deutsche Telekom (DT), the telecom giant, embodies what it means to reach. As COVID-19 lockdowns struck, DT’s networks faced an onslaught of traffic (digital conferences increased 322%, and Netflix demand soared 3074%). Yet DT’s networks remained stable and secure, and the company moved 16,000 service and call-center employees into home offices rapidly. Why? Because in 2016, DT began to modernize its IT estate and invest in cultural and tech innovation. The enterprise-wide transformation aimed to improve employees’ skills, democratize access to tech across the enterprise, and restore stability and reliability to its IT organization. DT was flexible, resilient and innovative during the pandemic – for both their employees and customers – as opposed to merely focusing on survival Expanding access to technology Note: This description is based on publicly available information and is not a result of work performed by Accenture.
- 14. Reach Expand access to technology across functions and embrace a broader value agenda Where to start Scale technology and talent based on value to reach beyond traditional business priorities. Reframe Shift the focus to innovation and collaborate with partners and platforms Where to start Flip the IT budget allocation to innovation and freed-up capital to further invest in new technology innovation. Replatform Build Systems Strength by moving to and innovating in the cloud Where to start Migrate and modernize your IT landscape with cloud through careful assessment and prioritization. 100% Steps towards leadership Evolving technology strategies deliver greater success when companies master these three imperatives 14
- 15. Copyright © 2021 Accenture. All rights reserved. Make the leap, take the lead accenture.com/takethelead 15