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Digital Shoring for
Networked Innovation
Research reveals digital
technologies can help innovators
find each other
2
Networked innovation
Copyright © 2016 Accenture All rights reserved. 2
By giving digital proximity to organizations with
a potential common purpose, companies can
leapfrog the natural limitations of physical
industry clusters.
Digital shoring:
• Unlocks new ways of working with partners
• Addresses strategic priorities to facilitate
better innovation and collaboration
• Introduces digital proximity to overcome the
limitations of physical industry partnerships
What is digital shoring?
Digital shoring—the latest
evolution of organizational
shoring approaches—
builds on digital technologies
and capabilities to help
innovators find each other.
Companies are under pressure to innovate faster than ever
3
Accenture research
Copyright © 2016 Accenture All rights reserved.
We undertook:
Developing and executing a successful networked innovation strategy
• In collaboration with Oxford Economics
• 452 senior executives (mainly C-suite)
• 9 industry clusters from 3 industries:
Survey
Life Sciences
and Health
Chemicals
and Process
Automotive
• Sample of 180 industry-related professionals
• 6 industry clusters from 2 industries:
Interviews • 24 industry leaders and experts
Twitter
analysis
• Worked with the Accenture social media analytics team
Life Sciences and HealthAutomotive
4
Accenture research: Survey
Copyright © 2016 Accenture All rights reserved.
A survey of 452 senior executives revealed that a
variety of obstacles stand in the way of gains from
participation in industry clusters. But executives believe
that digital tools can overcome these challenges.
Our research found that executives believe:
• Industry clusters can enhance relationships
• The benefits of industry clusters are difficult to attain
• Digital can overcome physical location limitations
What is an
industry cluster?
A geographic
concentration of
interconnected
businesses, suppliers,
and associated
institutions in a
particular field
*Source: Accenture Digital Shoring Research 2015
Understanding executives’ experiences with industry clusters
5
Industry clusters can enhance relationships
Executives recognize the benefits of industry clusters
Copyright © 2016 Accenture All rights reserved. *Source: Accenture Digital Shoring Research 2015
Tomorrow’s complex
products are not going
to be made by the
technologies a large
company develops alone
under its own roof.
Collaboration between
different actors, large
and small, competitors
and partners, is crucial
for innovation.
Jayson Pankin, co-founder,
president and chief executive
officer, AutoHarvest
“
“
said innovation of new
products and services was
the main benefit of building
relationships with other
companies globally*
66%
report benefits in
sharing information with
organizations outside
their industry cluster*
61%
said a top benefit of clusters
is building professional
relationships and a network
for the future*
69%
6
The benefits of industry clusters are difficult to attain
Copyright © 2016 Accenture All rights reserved. *Source: Accenture Digital Shoring Research 2015
Executives struggle to successfully extract benefits
reveal uncertainty over the
benefits of collaboration in
their industry cluster*54%
noted a lack of variety of
potential collaborators
within their industry cluster*46%
said a non-collaborative
culture was a top three
industry cluster challenge*36%
To operate globally using
digital tools, new skills
are required.
Frank Bobe, entrepreneur-
in-residence, Wyss Institute,
Harvard University
“
“
7Copyright © 2016 Accenture All rights reserved.
Digital can overcome physical location limitations
Executives believe in digital solutions
who ranked a non-
collaborative culture
among their top three
cluster challenges believe
it can be solved digitally*
82%
who ranked attracting talent
among their top three
cluster challenges believe it
can be solved digitally*
77%
who reported difficulty
translating cluster
relationships into valuable
outcomes believe that digital
tools could help*
65%
Our globally dispersed
members work 20 percent
physically in face-to-face
meetings, and 80 percent
virtually using different digital
tools such as teleconferencing
technologies.
Steve Crumb, executive director,
GENIVI Alliance
“ “
*Source: Accenture Digital Shoring Research 2015
8Copyright © 2016 Accenture All rights reserved.
Accenture research: Interviews
Understanding how digital technology enables networked innovation
We interviewed 24 industry leaders and
experts:
• Subject matter experts from the
Wyss Institute at Harvard University,
London Business School, INSEAD
Singapore, Melbourne Business
School and Cambridge Judge
Business School
• Industry leaders from multinational
companies and industry associations
• Experts from local chambers of
commerce, technology and
innovation organizations
There is a link between investing
in digital collaboration tools and better
engaging with the Generation Y talent
in workplaces.
Adam Kingl, executive director of learning
solutions, London Business School
“ “
Collaboration…needs to be done
in an unbiased, unfettered way with
everyone having a chance to
participate in a level playing field;
whether grassroots entrepreneurs
or corporate titans.
Jayson Pankin, co-founder, president
and chief executive officer, AutoHarvest
“ “
9Copyright © 2016 Accenture All rights reserved.
Six-month Twitter analysis: 180 executives, two industries, six
geographic regions
average number of
industry-related hashtags
that appeared in the top
10 most far-reaching1
hashtags*
8.5
Twitter conversations with
users followed by Basel
executives who were
located outside Europe*
55%
average proportion of
connections with users located
outside of immediate
geographic surroundings*
70%
Twitter is especially helpful
during conferences, as people
actively tweet during these
events using certain hashtags.
That helps cut through the
clutter of conferences, and it
also allows people to initiate
new relationships and find the
thought leaders.
Sarah MacDonald, executive
vice president, Massachusetts
Biotechnology Council
“
“
1Note: Reach refers to the overall number of Twitter users who potentially
saw the tweet or hashtag
*Source: Accenture Digital Shoring Research 2015
Accenture research: Twitter analysis
10Copyright © 2016 Accenture All rights reserved.
Digital shoring benefits:
Opportunity one: Live in the global village
The global village consists of a formal network that
brings together many organizations in a common
pursuit, and informal networks, where employees
tap into available tools, such as social media, to form
their own digital global communities.
Opportunity two: Know your neighbors better
Digital technology is not an alternative to physical
presence but an important amplifier of its benefits.
Where next?
The path to networked innovation
Look beyond existing business boundaries. Whether using formal
industry networks or informal social media-based communities,
organizations can create a path to networked innovation.
Ask yourself:
• Who are the right partners
for collaboration?
• How open is our
organization to outsiders?
• How can our employees
be ambassadors for
digital shoring?
• Are today’s digital tools
good enough?
11Copyright © 2016 Accenture All rights reserved.
Read interviews from industry leaders and experts:
Digital Shoring for
Networked Innovation
Related reading
• Frank Bobe, entrepreneur-in-residence, Wyss Institute, Harvard University
• Steve Crumb, executive director, GENIVI Alliance
• Adam Kingl, executive director of learning solutions, London Business School
• Sarah MacDonald, executive vice president, Massachusetts Biotechnology Council
• Jayson Pankin, co-founder, president and chief executive officer, AutoHarvest
www.accenture.com/digitalshoring
12Copyright © 2016 Accenture All rights reserved.
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 373,000 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 Accenture Institute
for High Performance
The Accenture Institute for High Performance
develops and communicates breakthrough ideas
and practical insights on management issues,
economic trends and the impact of new and
improving technologies. Its worldwide team of
researchers collaborates with Accenture’s
strategy, digital, technology and operations
leadership to demonstrate, through original,
rigorous research and analysis, how organizations
become and remain high performers.
Visit us at www.accenture.com/institute

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Digital Shoring for Networked Innovation

  • 1. Digital Shoring for Networked Innovation Research reveals digital technologies can help innovators find each other
  • 2. 2 Networked innovation Copyright © 2016 Accenture All rights reserved. 2 By giving digital proximity to organizations with a potential common purpose, companies can leapfrog the natural limitations of physical industry clusters. Digital shoring: • Unlocks new ways of working with partners • Addresses strategic priorities to facilitate better innovation and collaboration • Introduces digital proximity to overcome the limitations of physical industry partnerships What is digital shoring? Digital shoring—the latest evolution of organizational shoring approaches— builds on digital technologies and capabilities to help innovators find each other. Companies are under pressure to innovate faster than ever
  • 3. 3 Accenture research Copyright © 2016 Accenture All rights reserved. We undertook: Developing and executing a successful networked innovation strategy • In collaboration with Oxford Economics • 452 senior executives (mainly C-suite) • 9 industry clusters from 3 industries: Survey Life Sciences and Health Chemicals and Process Automotive • Sample of 180 industry-related professionals • 6 industry clusters from 2 industries: Interviews • 24 industry leaders and experts Twitter analysis • Worked with the Accenture social media analytics team Life Sciences and HealthAutomotive
  • 4. 4 Accenture research: Survey Copyright © 2016 Accenture All rights reserved. A survey of 452 senior executives revealed that a variety of obstacles stand in the way of gains from participation in industry clusters. But executives believe that digital tools can overcome these challenges. Our research found that executives believe: • Industry clusters can enhance relationships • The benefits of industry clusters are difficult to attain • Digital can overcome physical location limitations What is an industry cluster? A geographic concentration of interconnected businesses, suppliers, and associated institutions in a particular field *Source: Accenture Digital Shoring Research 2015 Understanding executives’ experiences with industry clusters
  • 5. 5 Industry clusters can enhance relationships Executives recognize the benefits of industry clusters Copyright © 2016 Accenture All rights reserved. *Source: Accenture Digital Shoring Research 2015 Tomorrow’s complex products are not going to be made by the technologies a large company develops alone under its own roof. Collaboration between different actors, large and small, competitors and partners, is crucial for innovation. Jayson Pankin, co-founder, president and chief executive officer, AutoHarvest “ “ said innovation of new products and services was the main benefit of building relationships with other companies globally* 66% report benefits in sharing information with organizations outside their industry cluster* 61% said a top benefit of clusters is building professional relationships and a network for the future* 69%
  • 6. 6 The benefits of industry clusters are difficult to attain Copyright © 2016 Accenture All rights reserved. *Source: Accenture Digital Shoring Research 2015 Executives struggle to successfully extract benefits reveal uncertainty over the benefits of collaboration in their industry cluster*54% noted a lack of variety of potential collaborators within their industry cluster*46% said a non-collaborative culture was a top three industry cluster challenge*36% To operate globally using digital tools, new skills are required. Frank Bobe, entrepreneur- in-residence, Wyss Institute, Harvard University “ “
  • 7. 7Copyright © 2016 Accenture All rights reserved. Digital can overcome physical location limitations Executives believe in digital solutions who ranked a non- collaborative culture among their top three cluster challenges believe it can be solved digitally* 82% who ranked attracting talent among their top three cluster challenges believe it can be solved digitally* 77% who reported difficulty translating cluster relationships into valuable outcomes believe that digital tools could help* 65% Our globally dispersed members work 20 percent physically in face-to-face meetings, and 80 percent virtually using different digital tools such as teleconferencing technologies. Steve Crumb, executive director, GENIVI Alliance “ “ *Source: Accenture Digital Shoring Research 2015
  • 8. 8Copyright © 2016 Accenture All rights reserved. Accenture research: Interviews Understanding how digital technology enables networked innovation We interviewed 24 industry leaders and experts: • Subject matter experts from the Wyss Institute at Harvard University, London Business School, INSEAD Singapore, Melbourne Business School and Cambridge Judge Business School • Industry leaders from multinational companies and industry associations • Experts from local chambers of commerce, technology and innovation organizations There is a link between investing in digital collaboration tools and better engaging with the Generation Y talent in workplaces. Adam Kingl, executive director of learning solutions, London Business School “ “ Collaboration…needs to be done in an unbiased, unfettered way with everyone having a chance to participate in a level playing field; whether grassroots entrepreneurs or corporate titans. Jayson Pankin, co-founder, president and chief executive officer, AutoHarvest “ “
  • 9. 9Copyright © 2016 Accenture All rights reserved. Six-month Twitter analysis: 180 executives, two industries, six geographic regions average number of industry-related hashtags that appeared in the top 10 most far-reaching1 hashtags* 8.5 Twitter conversations with users followed by Basel executives who were located outside Europe* 55% average proportion of connections with users located outside of immediate geographic surroundings* 70% Twitter is especially helpful during conferences, as people actively tweet during these events using certain hashtags. That helps cut through the clutter of conferences, and it also allows people to initiate new relationships and find the thought leaders. Sarah MacDonald, executive vice president, Massachusetts Biotechnology Council “ “ 1Note: Reach refers to the overall number of Twitter users who potentially saw the tweet or hashtag *Source: Accenture Digital Shoring Research 2015 Accenture research: Twitter analysis
  • 10. 10Copyright © 2016 Accenture All rights reserved. Digital shoring benefits: Opportunity one: Live in the global village The global village consists of a formal network that brings together many organizations in a common pursuit, and informal networks, where employees tap into available tools, such as social media, to form their own digital global communities. Opportunity two: Know your neighbors better Digital technology is not an alternative to physical presence but an important amplifier of its benefits. Where next? The path to networked innovation Look beyond existing business boundaries. Whether using formal industry networks or informal social media-based communities, organizations can create a path to networked innovation. Ask yourself: • Who are the right partners for collaboration? • How open is our organization to outsiders? • How can our employees be ambassadors for digital shoring? • Are today’s digital tools good enough?
  • 11. 11Copyright © 2016 Accenture All rights reserved. Read interviews from industry leaders and experts: Digital Shoring for Networked Innovation Related reading • Frank Bobe, entrepreneur-in-residence, Wyss Institute, Harvard University • Steve Crumb, executive director, GENIVI Alliance • Adam Kingl, executive director of learning solutions, London Business School • Sarah MacDonald, executive vice president, Massachusetts Biotechnology Council • Jayson Pankin, co-founder, president and chief executive officer, AutoHarvest www.accenture.com/digitalshoring
  • 12. 12Copyright © 2016 Accenture All rights reserved. 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 373,000 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 Accenture Institute for High Performance The Accenture Institute for High Performance develops and communicates breakthrough ideas and practical insights on management issues, economic trends and the impact of new and improving technologies. Its worldwide team of researchers collaborates with Accenture’s strategy, digital, technology and operations leadership to demonstrate, through original, rigorous research and analysis, how organizations become and remain high performers. Visit us at www.accenture.com/institute