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Thrive with accenture product and platform engineering services

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Accenture’s Product and Platform Engineering Services team helps clients navigate through the new wave of platforms. With more than three decades of experience, our deep engineering-skilled workforce of over 8,000 professionals has grown out of the development of our own commercially-available software and platforms. With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding, new digital world.

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Thrive with accenture product and platform engineering services

  1. 1. BUILDING NEXT GENERATION PLATFORMS Keeping Pace with Ever-Evolving Customer Needs
  2. 2. Core Factors for Deploying a Successful Platform Adopting a Platform-Centric Approach in Your Organization A Platform-Centric Future Authors Connecting the World Through Platforms 3 Adapting to the Connected World 5 Becoming Platform-Centric 6 Evolution: Platforms as a Technology Strategy 7 ‘Next Generation’ Platforms 8 Sound Platform Strategy: Reimagine, Open-up, 9 Attract, Free Flow 10 17 20 21 Contents
  3. 3. The Platform Economy has emerged as one of the most powerful manifestations of the digital revolution. 3 BUILDING NEXT GENERATION PLATFORMS Thanks to rapid advances in cloud, mobile and analytics, and the falling cost of these new technologies, next generation platforms have created a new wave of disruption—growth and breakthrough innovation. A recent and well-known example includes Audi’s pilot project—in partnership with DHL and Amazon—to develop an innovative logistics delivery service: Audi Connect Easy Delivery.1 The service allowed participants to receive parcel deliveries from Amazon (fulfilled by DHL) to the trunk of their Audis using keyless access technologies. This platform enabled the consortium to digitally deliver convenience to an array of recipients. 1 https://www.audi-mediacenter.com/en/press-releases/audi-dhl-and-amazon- deliver-convenience-347 CONNECTING THE WORLD THROUGH PLATFORMS
  4. 4. The benefits of a platform-centric strategy: New Partnerships Innovative Business Models Bringing in More Customers Faster Time to Market With Reduced Cost Access to New Markets The Opportunity to Establish Leadership Positions Clear benefits of such collaborative platform innovations have allowed organizations to: 4 BUILDING NEXT GENERATION PLATFORMS • Cross the boundaries of their traditional pipeline business • Move from asset-heavy business models to asset-light ones • Build transaction economies • Connect with end users digitally In addition, next generation platforms are rooted in ‘network effects,’ meaning: the more products or services desired by end users that the platform offers, the more users it will attract, and the more valuable the platform becomes. The concept also underpins the Sharing Economy, which relies on platforms to facilitate shared services. CONNECTING THE WORLD THROUGH PLATFORMS
  5. 5. The Digital Economy, coupled with the progression of technologies, has led to the identification of multiple new avenues to innovate across a user’s experience. Disruptions through innovative business models and new product or service offerings have become common. Maintaining leadership in this environment requires consistent and fast-paced innovation, and there remains a dominant question facing every enterprise today: how can we consistently innovate and keep pace with ever-evolving consumer needs? We are currently at a technological inflection point where incremental changes to products and services are no longer enough to act as a security blanket from disruption. Digital native users are shifting to providers with better network creation and transaction enablement resources. Incumbents, together with ambitious disruptors, have recognized this market shift, and early movers are leveraging new access points along the value chain to: build new services, enable new consumption models, and add fresh monetization opportunities. 5 BUILDING NEXT GENERATION PLATFORMS ADAPTING TO THE CONNECTED WORLD
  6. 6. Platforms enable better user engagement through enhanced value creation, and enterprises are increasingly adopting platform- centric approaches. Typically, a company engages in a pipeline business to develop a product or service, and then competes with other contenders. However, in today’s highly competitive market, this often results in a few winners and many losers. Industry leaders recognize that no single company can possess all the innovative capabilities that the market summons, and therefore, to maintain leadership positions they employ platform-centric approaches by opening their businesses to other companies with multiple end user types. BECOMING PLATFORM-CENTRIC 6 BUILDING NEXT GENERATION PLATFORMS
  7. 7. Traditionally, the technology infrastructure used by a company for building a series of products for its users was called a platform. The beneficiaries were often restricted within the product or service to fulfill a task. However, the evolution of technology has led to a proliferation of innovative business models and cross-industry vertical partnerships, which has brought about a complete evolution in platform thinking. 7 BUILDING NEXT GENERATION PLATFORMS EVOLUTION: PLATFORM IS A TECHNOLOGY STRATEGY
  8. 8. Next generation platforms have two fundamental differences from the current roster of platforms. They provide a common foundation of core technology that a company can reuse in product variations: 8 BUILDING NEXT GENERATION PLATFORMS ECOSYSTEM ENABLING PLATFORMS: Next generation platforms create ecosystems, where standalone they may have relatively lesser value to consumers, but when considered as part of these ecosystems, these platforms lead to the creation of complementary and ancillary offerings by ecosystem participants. Amazon, Airbnb and Uber are well-known examples of these integrated, transactional platforms that have yielded strong ecosystems. DISINTERMEDIATION OF INFORMATION SERVICES: Next generation platforms may function as part of technology infrastructure whose components may come from various parts of the same company. In this instance, they distinguish themselves by having everything connected through the platform, while allowing third parties to consume APIs. NEXT GENERATION PLATFORMS Both are extremely important for any organization that seeks to democratize data, create a network effect, and perform analytics at scale.
  9. 9. SOUND PLATFORM STRATEGY: REIMAGINE, OPEN-UP, ATTRACT, FREE FLOW 9 BUILDING NEXT GENERATION PLATFORMS The formulation of a platform strategy is a complex endeavor that requires CSOs, CIOs and CTOs to align toward a common goal. Such platform management further requires the creation of functionality that may span multiple business offerings. Those leading platform strategies need to understand the large strategic vision well enough to make both short and long- term trade-offs across different offerings. A sound platform strategy ultimately requires a four-prong approach: REIMAGINE: platform managers must fundamentally reshape their thinking about the ecosystem in which their company operates, together with its competitors, suppliers, buyers, and/or end users. OPEN-UP: They must enable third parties to contribute to and consume from the platform. ATTRACT: They must connect customers, partners, products and platforms to create an integrated ecosystem that offers value greater than the total value created by its component parts. FREE FLOW: They must enable a flow of information across the platform value chain. But, in doing so, they should consider what data should (and should not) be exposed if private APIs become candidates for partner or publicAPIs. 1 2 3 4
  10. 10. CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM BUILD APIs TO BRING YOUR PLATFORM TO LIFE BRING FORESIGHT AND RESILIENCE TO BUSINESS DECOUPLE ASSETS FROM INTELLIGENCE 10 BUILDING NEXT GENERATION PLATFORMS
  11. 11. As businesses contend with constant change in mobile technologies, as well as ever-increasing customer and enterprise expectations, a well- designed platform should deliver resiliency and foresight for the overall business. 11 BUILDING NEXT GENERATION PLATFORMS While the adoption of a platform-centric approach requires a shift in a company’s core beliefs and approaches, next generation platforms foster an environment of inclusive innovation, meaningful feedback, and value-based benchmarking. Collectively, these benefits naturally lend foresight to the business, while preparing it for uncertainties, risks, and opportunities. BRING FORESIGHT AND RESILIENCE TO BUSINESS CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM
  12. 12. RESILIENCE THROUGH RISK MINIMIZATION 12 BUILDING NEXT GENERATION PLATFORMS Business planning and strategy development places a great focus on risk handling and placing future bets. Market fluctuations have caused many organizations to fall from their zenith in a short amount of time. A sound platform-centric strategy addresses this and allows companies to prepare themselves to avoid situations where they might: • Become less relevant and subject to changing market needs • Lose market share to compelling, competitive offerings • Face a completely new business model from an emerging disruptor Platforms further offer a level of added security from these challenges, while building resilience for companies against unfavorable conditions; thus, delivering considerable benefits in terms of: • Newer monetization strategies • Process stability, and • Minimized risk CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM
  13. 13. A lot of platform companies born as digital natives own no assets, and next generation platform builders should endeavor to decouple assets from business intelligence. Leading digital natives have effectively designed and developed transaction points to enable more efficient creation and use of assets. Incumbents are also creating more transaction points to enable greater interaction with external stakeholders. The goal in creating these transaction points is to spread innovation across the value chain and limit individual risk. In this vein, APIs are the fundamental enablers of the emerging Asset-Less Economy. Today, industry leaders account for a majority share of public APIs. For example, over a 12-year period, Google has submitted 228 APIs to the ProgrammableWeb Director of APIs.6 6 https://www.programmableweb.com/category/all/apis 13 BUILDING NEXT GENERATION PLATFORMS DECOUPLE INTELLIGENCE FROM ASSET CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM
  14. 14. Currently, both the Sharing and Platform Economies are currently highly- fragmented, as many platforms operate on local markets. This provides new opportunities for disruptors, who seek to remove the barriers that prevent the Sharing Economy from transforming into a truly global, all-embracing phenomenon. An example of the ambitious disruptors in this realm include ShareRing, whose blockchain technology has ambition to become a marketplace for the Sharing Economy by enabling people to access any asset available for share via a single platform.7 PLATFORMS BOLSTERING COMPANY VALUATIONS New entries in the S&P 500 over the last 10 years include a large number of platform-centric companies, such as Facebook, PayPal, Netflix, and others. Successful platform companies have seen their valuation grow much faster than competitors. Netflix has experienced exponential growth in its valuation over the past five years, while for other incumbent leaders it has remained mostly flat. 7 https://www.nasdaq.com/article/blockchain-solutions-are-changing-the-sharing-economy- cm965635 CHART SOURCE: All the market cap values were sourced from here http://www.macrotrends.net Netflix: http://www.macrotrends.net/stocks/charts/NFLX/market-cap/netflix-inc-market-cap-history CBS: http://www.macrotrends.net/stocks/charts/CBS/market-cap/cbs-corp-market-cap-history Time Warner: http://www.macrotrends.net/stocks/charts/TWX/market-cap/time-warner-inc-market-cap-history 21st Century Fox: http://www.macrotrends.net/stocks/charts/FOXA/market-cap/twenty-fst-cf-a-market-cap-history Disney: http://www.macrotrends.net/stocks/charts/DIS/market-cap/disney-walt-market-cap-history] Market Capitalization for top 5 Media Companies 180 150 120 90 60 30 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Year Netflix CBS Time Warner Twenty First Century Fox Walt Disney MarketCapitalization($Billion) CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM 14 BUILDING NEXT GENERATION PLATFORMS
  15. 15. In today’s smart, digital world, voluminous amounts of data are created at a phenomenal pace. While historically most data remained confined within the boundaries of pipeline business models, today’s APIs bring data to life and act as the biggest disintermediator of products and services. Their disruptive impact lies in the fact that they can sit at any point along the data value chain and help companies open-up a broader world of consumers, third-party developers and other platform providers. The resulting discoverability effect can lead to the creation of new offerings and business partnerships. Therefore, APIs are the core building blocks of platforms, and constantly hasten the proliferation of the PlatformEconomy. The ProgrammableWeb directory of APIs surpassed the 19,000 mark in January 2018. It’s growth in the past decade has been exponential. Chart Source: [https://www.programmableweb.com/news/research-shows-interest-providing- apis- still-high/research/2018/02/23] 20,000 15,000 10,000 5,000 0 2006 2008 2010 2012 2014 2016 2018 Year No.ofAPIs API Growth Over Last Decade 19,000 15 BUILDING NEXT GENERATION PLATFORMS BUILDING APIs TOBRING YOUR PLATFORM TO LIFE CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM
  16. 16. Recent history of API deployments offers a rich collection of industry leaders, including: The Alexa Voice Service API avails the direct feed of Alexa data over which third-party developers build cross-functional services. For example, at CES 2018, Panasonic announced a partnership with Amazon to integrate Alexa features with their next-generation infotainment systems.2 This allow users to interact with Alexa in online and offline mode while they are in their cars. The DS GEO suite of APIs empowers Airbus partners and resellers to promote satellite imagery online and create applications for end users. Apollo Imaging used their Catalog API to create an end user-focused service, which allows end users to develop and share highly up-to-date maps online.3 2 https ://www.prnewswire.com/news-releases/panasonic-announces-new-alexa-integration-for- automobiles-300579169.html 3 http://www.geoapi-airbusds.com/ 4 https://developer.ford.com/pages/applink 5 http://s08.static-shell.com/content/dam/royaldutchshell/documents/corporate/shell- connected-car-api-brochure-2016.pdf AppLink—a suite of APIs—provides mobile developers with the ability to extend control of mobile applications to the in-vehicle infotainment system. A sample use case of AppLink offers the control of an audio system (volume, source, station, sound settings, etc.) to people in rear passenger seats.4 Shell’s Connected Car API5 is committed to enhancing customer experiences while refueling cars. The API covers four key areas: •Station Locator: it allows users to find the nearest fuelingstation •Fill-Up and Go: it enables users to simply fill fuel and pay without entering Shell shop locations •Shell Drive: it allows users to test their driving skills and earn rewards for efficient driving •Loyalty: Shell’s motorist loyalty program allows them to earnreward points from Shell stores CORE FACTORS: FOR DEPLOYING A SUCCESSFUL PLATFORM 16 BUILDING NEXT GENERATION PLATFORMS Amazon Ford Airbus Shell
  17. 17. A platform-centric approach is rooted in the reimagination of the entire business. A platform-based network becomes a sustainable ecosystem that summons consistent innovation and growth at pace. As participants in the Platform Economy, companies must ask themselves: What business assets do they own? Virtually every company has interconnected assets along the industry value chain and internal product development lifecycle. They should be reevaluated as opportunities for value creation. What are attractive areas for exchange? Reimaging a business gives it an idea about what areas within the value chain can be leveraged for new value creation. What capabilities are needed to start driving transactions? Companies should evaluate their existing infrastructure and their competencies to enable the API strategy—scalability, security, etc. 17 BUILDING NEXT GENERATION PLATFORMS ADOPTING A PLATFORM- CENTRIC APPROACH TO YOUR ORGANIZATION
  18. 18. Through these transactions, platforms have enabled entire new business and monetization strategies. To visualize network enablement in an ecosystem surrounding a company, we distinguish the players as Internal Teams, Suppliers, End-Consumers, and Competitors. Each node appearing to the right provides an additional and different value once connected through anAPI. A SAMPLE ENTERPRISE ECOSYSTEM Buyer Source: https://www.cnbc.com/2018/03/26/alibaba-and-ford-unveil-car-vending-ma- chine-in-guangzhou.html Supplier Source: https://corporate.ford.com/microsites/sustainability-report-2016-17/doc/ sr16-abf-suppliers-factsheet.pdf Buyer Ecommerce platforms like Alibaba Internal Teams IT, Marketing, Sales, Engineering, etc. Competitor GM, Toyota, BMW, etc End-Consumer Supplier Tier 1 suppliers like Bosch, Delphi ADOPTING A PLATFORM-CENTRIC APPROACH TO YOUR ORGANIZATION 18 BUILDING NEXT GENERATION PLATFORMS
  19. 19. Automotive companies have been at the forefront of platform-centric approaches and next generation platforms. Since it is an engineering-heavy industry vertical, API use cases mayseemingly be less evident. Yet, in the immediate network of buyers, end-consumers, suppliers, competitors, and internal teams around an enterprise, the following use cases exist: Buyers: Enterprises succeeding OEMs in the automotive value chain can leverage APIs to obtain car offerings, accessory details, prices, reviews,etc. End-Consumers: Connected cars yield a lot of use case examples for end consumers. Theft and impact alerts can warn owners and enable them totake prompt action. Competitors: Smart traffic solutions can become highly-efficient with connected cars. Different OEMs can enable their cars to interact throughAPIs. Suppliers: Infotainment systems already offer a lot more than just stereo systems. Automakers can collaborate with these suppliers to buildapplications that deliver voice-enabled services. Internal Teams: Supply chain management’s efficiency depends a lot on the real-time update of inventory status. The IT infrastructure can provide a closer partnership between procurement and manufacturing. ADOPTING A PLATFORM-CENTRIC APPROACH TO YOUR ORGANIZATION 19 BUILDING NEXT GENERATION PLATFORMS
  20. 20. A PLATFORM-CENTRIC FUTURE 20 BUILDING NEXT GENERATION PLATFORMS Industry leader and Cisco CEO, Chuck Robbins, has noted that he “. . . believe(s) that no one company can deliver the full breadth of technology solutions that customers need at the pace the market requires.” Source: [https://www.inc.com/nathan-furr/innovating-at-the-intersections.html] Mr. Robbins viewpoint is a testament to the broader industry perspective that the hastened adoption of next generation platform has become the strategy of choice. We have witnessed this platform-centric view become increasingly espoused by CTOs, CIOs and CSOs alike, as they become frontline players to advance this movement and as enterprises orchestrate this shift by reimagining their businesses in terms of: monetization models, asset utilization, cross-industry partnerships, and consumer use cases. The result is a completely new view of the ecosystem(s) surrounding any organization, coupled with a mandate to innovate that requires the establishment of connections within the ecosystem(s). At its heart, APIs then emerge as the most important facilitator for the establishment of those connections. Platform-centric approaches further yield the opportunity to build strong resilience towards risks and uncertainties. They offer an ability to identify opportunities for innovation that can prove to be incredibly valuable to consumers, who increasingly expect their products and services to be connected. As consumer products and services become more connected each day, the conditions for thriving network effects multiply as more users engage platforms; ultimately, yielding previously unimaginable value and competitive advantage, while reshaping how we all work, socialize, and compete for profits.
  21. 21. AUTHORS Ram Ramalingam ramadurai.ramalingam@accenture.com In conjunction with Zinnov About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions— underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 452,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. About Zinnov Zinnov is a global management and strategy consulting firm with core expertise in globalization, product engineering advisory & digital transformation services. Our insights leverage Zinnov’s proprietary Draup Platform and our recommendations are easily actionable. Copyright © 2018 Accenture All rights reserved

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