Trends Identified
Improved access to capital at competitive rates
21% of KPMG member firm advisors answered that this trend has a large positive impact for the user organizations.
2015
Top trends and predictions for 2015 and beyond
KPMG
Growth, but not as we know it
If 2014 taught us anything it’s that in our increasingly technology-led world, no industry, no company and no government, even, is immune from the effects of change. Take the global energy market, where breakthrough innovations continued to shake up the status quo. Or the corporate world, where a cyber security attack had international security and diplomacy ramifications. And what about that digital transport start up – barely four years old – challenging the entire global taxi industry’s business model and receiving an $18 billion valuation for its chutzpah..
2015
18th Annual global CEO survey
PWC
What business are you in
Competition In the face of an ever-growing set of concerns, the question CEOs are asking is this: How do we manage the day-to-day business while having the confidence and vision to explore a much wider range of opportunities than we’ve ever considered before? .
2015
18th Annual global CEO survey
PWC
Creating new value in new ways through digital transformation
CEOs no longer question the need to embrace technology at the core of their business in order to create value for customers. Beyond a shadow of a doubt, digital technologies have revolutionised how customers perceive value. Creating the personalised and ongoing experiences that are increasingly in demand requires a full view of the customer and all their relationships with the company. It requires an unprecedented level of customisation, responsiveness and innovation. Doing all this effectively just isn’t possible by tinkering at the edges. Companies increasingly recognise that they need to reconfigure their operating models – and perhaps their business models. And in order to do so they need to ensure that they’re not only investing in the right digital technologies, but can deploy them in a smart and effective way.
2015
18th Annual global CEO survey
PWC
Developing diverse and dynamic partnerships
Partnerships As CEOs increasingly focus on what they’re good at, they’re looking to partner with others whose capabilities could complement or enhance their own. Fifty-one percent plan to enter into new strategic alliances or joint ventures over the next year – the highest percentage since we began asking the question in 2010.
2015
18th Annual global CEO survey
PWC
Finding different ways of thinking and working
Views about diversity and inclusiveness seem to have reached a tipping point. No longer are they seen as ‘soft’ issues, but rather as crucial competitive capabilities. Of the 64% of CEOs whose companies have a formal diversity and inclusiveness strategy, 85% think it’s improved the bottom line. And they also see such strategies as benefiting innovation, collaboration, customer satisfaction, emerging customer needs and the ability to harness technology – all vital capabilities for success in the new competitive environment.
2015
18th Annual global CEO survey
PWC
The Internet of Me: Our world, personalized
As everyday objects are going online, so too are experiences— creating an abundance of digital channels that reach deep into every aspect of individuals’ lives. Forwardthinking businesses are changing the ways they build new applications, products, and services. To gain control over these points of access, they are creating highly personalized experiences that engage and exhilarate consumers—without breaching the customer’s trust. The companies that succeed in this new “Internet of Me” will become the next generation of household names.
2015
Accenture Technology Vision 2015
Accenture
The Outcome Economy: Hardware producing hard results
Intelligent hardware is bridging the last mile between the digital enterprise and the physical world. As leading enterprises come face-to-face with the Internet of Things, they are uncovering opportunities to embed hardware and sensors in their digital toolboxes. They are using these highly connected hardware components to give customers what they really want: not more products or services, but more meaningful outcomes. These “digital disrupters” know that getting ahead is no longer about selling things—it’s about selling results. Welcome to the “outcome economy.”
2015
Accenture Technology Vision 2015
Accenture
The Platform (R)evolution: Defining ecosystems, redefining industries
Among the Global 2000, digital industry platforms and ecosystems are fueling the next wave of breakthrough innovation and disruptive growth. Increasingly, platformbased companies are capturing more of the digital economy’s opportunities for strong growth and profitability. Rapid advances in cloud and mobility not only are eliminating the technology and cost barriers associated with such platforms, but also are opening up this new playing field to enterprises across industries and geographies. In short: platform-based ecosystems are the new plane of competition.
2015
Accenture Technology Vision 2015
Accenture
Intelligent Enterprise: Huge data, smarter systems—better business
The next level of operational excellence and the next generation of software services will both emerge from the latest gains in software intelligence. Until now, increasingly capable software has been geared to help employees make better and faster decisions. But with an influx of big data—and advances in processing power, data science, and cognitive technology— software intelligence is helping machines to make even more, better informed decisions. Business and technology leaders must now view software intelligence not as a pilot or a oneoff project, but as an across-the-board functionality—one that will drive new levels of evolution and discovery, propelling innovation throughout the enterprise.
2015
Accenture Technology Vision 2015
Accenture