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Transforming
the industry
that transformed
the world
FY21 High Tech
industry narrative
Copyright © 2021 Accenture. All rights reserved.
Eight trends are triggering a new Industry Paradigm
for High Tech
2
Explosion of smart devices
& edge computing
applications
Shift to aaS business
models to create more
long-term value for
customers
Supply chain volatility due
to global chip shortage &
COVID-19 disruption
Heightened macro-level
instability due to
geopolitical tensions &
new trade policies
Accelerated need for cloud
transformation to sustain
hybrid workforce solutions
As traditional markets mature,
pressure to exploit industry
convergence points to expand
revenue streams
Push to integrate AI & ML
everywhere along the value
chain to spur top-line growth
and support the bottom line
Growth in 5G-enabled solutions
due to increased demand for
streaming content, gaming, and
connected experiences
Revealed in the 2021 Accenture High Tech industry study
Evolving customer needs and macro-level shifts spur the need for
technological evolution and operating model re-invention
3
Cloud-powered
innovation
Rise in smart
devices
Embedding
AI & ML
5G & edge
solutions
Major migration to
cloud, accelerated by
COVID-19, creating
opportunity for new
types of innovation
Proliferation of smart
devices and
platforms that are
connected to IOT
and AIOT
AI/ML solutions
accelerating and
enabling both top
and bottom line
opportunities
Expedited 5G rollout
and edge computing
enables new
solutions needing
high speed and
low latency
Sales of new
cloud semis &
solutions + internal
efficiency and
innovation
opportunities
Reinventing the core
product offering and
creating new types
of devices
Sales of new types of
AI/ML semis &
solutions + internal
use of AI/ML to
increase operational
efficiency
Direct sales of 5G
and edge semis &
devices, plus new
types of 5G-enabled
solutions
Shift to
as-a-Service
Flexible &
resilient
supply chain
Growing shift to
–aaS models to
both deliver value
to customers and
improve profitability
and sustainability
Increase risk and
variability in supply
requires more
dynamic capabilities
Major business
transformation
needed to shift from
legacy process,
systems and culture
Digitalization of
supply chain
planning, sourcing,
mfg, and service
required
Industry
convergence
Geopolitics &
trade policies
Technology blurring
historic lines and
shifting focus to
cross-industry
experiences
US-China tensions,
as well as the rise in
politicization of data
and technology
Growth opportunities
in new markets and
customer segments
Creation of
segmented supply
chains and need for
new regulatory and
planning capabilities
Impetus
High
Tech
client
impact
Technological evolution Op model re-invention Macro-transformation
Triggers for a New Industry Paradigm
High Tech CXOs are tasked with five key imperatives
Adoption of new
recurring revenue
subscription models to
sustain top-line growth &
meet customer demand
Shift to
as-a-Service
01
Acceleration of tech-
driven industry
convergence & blurred
industry lines to unlock
new growth potential
Expand industry
boundaries
Investment in connected
ecosystems & cutting-
edge technologies to
deliver hyper-customized
experiences
Reinvent the
portfolio
Enablement of new
business models,
processes, and
technologies to support
strategic vision and
reduce operational cost
and complexity
Modernize
the enterprise
Repurposing of supply
chain resiliency (as a
result of global chip
shortage and COVID-19
pandemic) to mitigate risk
and protect revenue
Build resilient
supply chains
02 03 04 05
4
High Tech companies must modernize their core… … to modernize the world through new business
models, new products, and new markets
Shift to
as-a-Service
01
5
as-a-Service
(aaS)
Departure from traditional product-only business model to
subscription-oriented, bundled product + service +
platform-based business model
High Tech
relevance
Existing hardware-centric business models fail to
enable customer preferences for dynamic, integrated,
seamless experiences
High Tech companies can mobilize their deep footprint and
install base to leverage aaS as an avenue for differentiation
in a hyper-competitive High Tech landscape
High Tech as-a-Service trailblazer
Market cap
2001
$7B
2011
$377B
2016
$609B
Jan 21
$2.2T
Services
as % of
net sales
2001
N/A
2011
5.8%
2016
11.3%
2020
19.5%
6
Snapshot into Apple’s evolution
Apple is the quintessential boundary pusher. Over
the past decade, Apple has cultivated obsessive
brand loyalty through sustained breakthroughs in
both hardware and subscription-based software
offerings. No other company better exemplifies
adoption of aaS as a vehicle for profitability and
revolutionary customer experience.
iMac G3 iBook iPod Shuffle iPhone iPad iCloud Pay
Watch Fitness+
Music News+
TV+
Source: Accenture Research, Yahoo Finance, Apple 10-K
Subscription-based revenue streams are key to meeting
customer demand & sustaining top-line growth
Proven success of aaS in Software & Platforms has unlocked Pandora’s box for High Tech to do the same
High Tech players recognize that adopting an
as-a-Service business model is not a matter of
if, but when. Amid growing customer demand
for curated Product + Service + Platform
solutions, High Tech firms are quickly
reaching the limits of value that can be
captured through existing business models.
Nevertheless, they struggle to adopt the
financial models, supply chains, and sales
organizations required to enable aaS.
What should we do tomorrow?
Reinvent the relationship between
the company and the customer to
establish a more predictable,
recurring revenue stream and create
customers for life
Assess potential for vertical
integration across the stack by
exploring Product + Platform +
Service + Experience bundling to
differentiate in an increasingly
saturated market
Where are we today?
Source: Accenture Research, P&S Intelligence, Forbes
7
5x
Companies that have adopted
subscription-based models have created
5x more enterprise value per dollar of
revenue earned
+24%
Global aaS market is skyrocketing, with
a projected CAGR of 24% or $344.3B
by 2024
$50B
Apple’s Services (incl. Fitness+, News+,
iCloud) business expected to top $50B in
profit by 2025
Leaders are betting on as-a-service to deliver
Source: Accenture 2021 High Tech C-Suite Survey
1. Over the next 2-3 years, what are the top goals for your company?
2. What are the top benefits of transitioning to an -aaS model for externally sourced capabilities / solutions?
59%
46%
42%
40%
Top C-Suite goals for the next 2–3 years
59% | Revenue growth
46% | Creating operational efficiencies
42% | Profit / EBITDA growth
40% | Improved data security
32%
64%
47%
27% 30% 32% 35%
High Tech leaders are laser-focused on
revenue growth as their #1 priority1…
8
Reduced
time to
benefit
Ability
to scale
Easy
integration
Easy to use
& build
POCs
Lower
CapEx
Access to
new SW
upgrades /
releases
Pre-built
functionalities
& use cases
…and are placing strategic bets on
as-a-Service as fuel for long-term scale2
To effectively adopt as-a-Service, High Tech companies
should take five fundamental actions
9
Shift to
as-a-Service
Revamp go to market strategy and
sales organization
Upskill and enable the sales organization to launch new
bundled offerings. Reassess how to go to market to
effectively deliver on the value proposition, enhance
customer experience, and achieve financial objectives
Redesign the operating model
Ensure the right cross-functional
capabilities are in place to support
the Go to Market strategy in a more
sustainable and responsible way, with
clearly defined roles & responsibilities
Unify product and platform strategy
Develop a shared platform of common,
base services that allow product teams to
rapidly innovate and experiment
Build foundational business
transactions, process, and tools
Invest in secure enterprise system
capabilities and develop scalable
architecture to enable new business
transactions with a frictionless user &
customer experience
Reinvent and expand the ecosystem
Develop strategic partnerships to reach
build-partner-buy decisions and jointly
develop, market, and commercialize offers
Expand
industry
boundaries
02
10
Industry
convergence
Pivot from core competency area (e.g., hardware
component) to creation of high-value, cross-industry
experiences (e.g., hardware-powered solution that includes
software and services)
High Tech
relevance
High Tech players are today’s leaders in ecosystem
carryover, leveraging their existing foothold, loyal customer
base, and distribution channels to secure a competitive
position in new industries. From Automotive to Health,
High Tech firms are quickly becoming respected rivals in
adjacent industries.
High Tech industry boundary trailblazer
Market cap
2011
$8B
2016
$57B
Jan 21
$321B
11
Snapshot into NVIDIA’s evolution
From graphic chip startup to end-to-end industry
solution activator, NVIDIA is redefining what it
means to be a High Tech player. NVIDIA capitalizes
on its full-stack expertise to rewrite industry
borders and co-design the smart-X ecosystem.
Source: Accenture Research, Yahoo Finance, NVIDIA
E2E hardware, software, and service industry solutions
Autonomous
vehicles
Smart city
metropolis Intelligent stores Smart hospitals
• Self-driving cars and virtual
simulations
• Next gen last-mile delivery robots
• Incident detection
• Humanitarian & disaster relief
• Traffic management
• Asset protection
• Personalized in-store experience
• Autonomous shopping
• AI patient assistant
• Automated PPE & hospital
inventory checks
• Smart devices
FROM
GPUs in electronic
gaming & PCs
TO
Breakthrough end-to-end
(E2E) industry solutions
73%
of health consumers reinforce the market
opportunity for wearables, stating
wearables that monitor glucose, heart
rate, physical activity, and sleep as
beneficial to understanding their health
$78B
Global automotive software (e.g., ADAS,
infotainment) market is projected to
reach $78B by 2030
$2T
Consumer Tech companies (e.g. Samsung,
Apple, Google) will continue to expand into
Global Payments, as revenue will reach
$2T by 2025
The Company + Customer paradigm continues to shift as
High Tech players face inward and outward convergence
High Tech companies who orchestrate strategic industry collisions are better positioned to meet growing
customer expectations for on-demand, curated hardware + software + service solutions.
Source: Accenture Research, P&S Intelligence
12
High Tech companies are spearheading a
historic wave of tech-driven convergence,
investing outside of their core industries to
unlock new growth. As industry boundaries
blur, new competitive forces emerge, as well
as ambiguity on where to strategically play.
What should we do tomorrow?
Examine how industry
convergence poses a threat to
existing market share & impacts
the competitive landscape
Explore cross-industry expansion
opportunities to heighten
economies of scale, optimize
efficiency, expedite R&D
productivity / discovery, and
stimulate revenue growth
Where are we today?
87% of execs agree: convergence is a growth enabler
Source: Accenture 2021 High Tech C-Suite Survey
How strongly do you agree with the following statements:
1. “Industry convergence has increased the level of competition within my industry”?
2. “My company is well-prepared to meet the new challenges and opportunities that come with industry convergence.”?
Majority of C-suite Executives believe that
industry convergence is a core enabler for
long-term growth.1,2
13
Illustrative examples of High Tech
industry convergence opportunities
Agree that industry
convergence has
heightened the degree
of competition within
their industry
87%
Concur that industry
convergence has
increased the level of
opportunity for
revenue growth
85%
Smart mobility
Connected
infrastructure
Digital health
Autonomous boats, cars,
trucks, drones, public
transportation, military vehicles
Edge- and 5G-enabled smart
buildings, smart grid, energy/
utilities management
AI-powered smart hospitals,
fitness wearables, COVID-19
contact tracing & wallet apps
Expand
industry
boundaries
High Tech players have four pathways to unlock value
into new industry ecosystems
14
Build based on demand sensors
Pivot from a “sell what you build”
mindset to building what customers
actually need. Approach R&D and
product development from a customer-
centric lens to build bespoke solutions
Capitalize on installed base to
expand into adjacent areas
Leverage deep device footprint and
expansive product capabilities to explore
new territories that align with demand
sensors (e.g., digital health, sustainability-
focused technologies)
Forge strategic alliances
Design and operationalize an Alliance
Innovation Hub to fuel experimentation
and commercialize market-relevant
joint offerings at scale, without
cannibalizing existing offerings
Leapfrog through
mergers & acquisitions
Acquire new capability sets (e.g.,
intellectual property, talent, distressed
tuck-in, strategic bets in growth markets)
to reinvigorate existing portfolio and
accelerate entry into new spaces
Reinvent
the portfolio
03
15
Portfolio
reinvention
With the proliferation of cloud, 5G, edge, IoT, and AI/ML,
High Tech companies can derive faster insights and develop
hyper-connected customer experiences catered to
limitations in different environments. Product portfolio
reinvention is needed to capture growing market
opportunity and deliver on evolving customer demands
High Tech
relevance
Given the explosive growth in these technologies, High Tech
companies are forced to redefine what to build, reassess
what assets (e.g., data) can be monetized, and reconfigure
how to go to market
High Tech connected portfolio trailblazer
Market cap
2011
$32B
2016
$38B
Jan 21
$36B
16
Snapshot into JCI’s evolution
JCI’s growing investments in emerging
technologies have made the company a
pioneer in smart building solutions. From
thermostat titan to sustainability leader, JCI’s
competitive position in smart, secure, and
sustainable buildings is continuously enabled
by edge computing, advanced analytics, and
the connected ecosystem.
Source: Accenture Research, Yahoo Finance, JCI
COVID-19 flexible
infrastructure
TO
leader in smart
building solutions
TO
building control
systems…
Fire and security
services
Touchless
buildings
Sustainability
predictive
analytics
OpenBlue
digital platform
PKI cybersecurity
FROM
electric room
thermostats…
The High Tech company of the future will harness digital
enablers to reengineer its market positioning
High Tech organizations are well-positioned to capitalize on the growing market opportunity for digital
disruptors if they are willing to reimagine their product offerings
Source: IHS Markit, Accenture Research, IDC
17
High Tech companies have begun to acquire
startups, develop alliances, and integrate
IoT/edge capabilities within their portfolios,
but many have yet to commercialize at scale.
Only few have leveraged these cutting-edge
capabilities to enable top-line growth.
What should we do tomorrow?
Refresh product and technology
roadmap to encompass strategic
digital enablers
Integrate connected ecosystem
into value chain
Where are we today?
$13T
5G will yield approximately $13.2T in
global economic value by 2035
$251B
Global edge computing market is
projected to reach $251B by 2024, with a
CAGR of 12.5% from 2019–2024
56B
By 2025, there will be roughly 56B
connected devices worldwide, 75% of
which will be connected to an IoT
platform
Assess market opportunities and
potential to pilot cutting-edge
technologies through strategic
partnerships
Leaders see these digital enablers as the future
Source: Accenture 2021 High Tech C-Suite Survey
1. What will be the biggest technological tipping points that will unlock the full
potential of smart devices and edge computing to maximize return on investment?
High Tech firms are in a race to meet
growing customer demand for
custom solutions…
18
…and are investing in the following digital
enablers to bring these solutions to life1
Choose your own stadium adventure
Powered by 5G
Dynamic smart home assistance
Powered by edge sensors
67%
63%
59%
23% 19%
7%
AI/ML analytics
platforms
Proliferation
of 5G
Sensor
technologies
End device
battery life
Low/No code
implementation
Split
rendering
High Tech C-Suite Executives prioritize AI/ML capabilities and 5G as most important
Illustrative example of customer-centric solutions
High Tech companies are five steps away from reimagining their
portfolios and offering hyper-personalized customer experiences
19
Develop new product
introduction strategy
Determine the value proposition, target
audience, and differentiating capabilities
that earn your organization the right to win
Redesign the value chain
Consider launching a distinct
innovation arm to drive use case
design, accelerate execution, and
own delivery
Shape the go-to-market strategy
Assess how to deliver on the value
proposition achieve competitive
advantage with new product offerings Reinvent
the portfolio
Digital innovation factory
Provide a customizable set of end-to-end
digital execution capabilities which
combines multi-disciplinary skills to
accelerate product launch at scale
Discover the art of the possible
Identify customer problems (use cases) to
solve leveraging cutting-edge technologies
(5G, edge, AI/ML, and cloud) as applicable
Modernize
the
enterprise
04
20
Core
modernization
Reinvention of core technology systems, data
architectures, operating models, and operational
processes to adapt to new business model
High Tech
relevance
High Tech players power the modern economy, but many
have yet to modernize their own enterprise. Cue the era of
modernizing the core, wherein High Tech firms rebuild their
foundation to enable new business models, new market
entry, and new product introduction
High Tech core trailblazer
FY20
revenue
$51B
21
Snapshot into Lenovo’s evolution
Lenovo’s record of innovation is fueled by a
history of continuous technology, process, and
workforce transformation. Lenovo’s multi-decade
journey of reinvestment in the enterprise now
affords the company the opportunity to penetrate
new markets and transition from a device+ to
intelligent solutions company.
Source: Accenture Research, Lenovo Investor Day Reports, Yahoo Finance
May 21
market
cap
$15B
ERP Overhaul
Core modernization
Partner experience &
channel transformation
Finance
transformation
Smart supply chain
powered by big data, AI,
AR, 5G, IoT & blockchain
IT op model
redesign
Manufacturing joint ventures
Without investing in enterprise transformation,
High Tech companies risk leaving billions on the table
High Tech firms will struggle to recover from disruptions and fail to meet changing customer needs
unless they get serious about business and op model reinvention, core tech transformation, and provide
new value to customers.
Source: Accenture Research, Morgan Stanley, Bank of America, Nasdaq
22
High Tech players have begun to modernize
their business as a reactive response to
COVID-19. However, adapting their business
models to enable more resilient operations,
agile ways of working, and cutting-edge
capabilities remains an operational challenge.
What should we do tomorrow?
Refresh technology stack and next
gen ERP to optimize operating
models supported by cloud to
drive growth
Conduct workforce skill gap
analysis and create talent
development plans with enterprise
transformations
Where are we today?
60%
of organizations lack the capabilities &
organizational model to sustain a liquid,
modular, and agile organization
40%
Companies can reduce CapEx by
40% by migrating to virtualized, cloud-
based architectures
30%
of High Tech executives fear
transitioning to the cloud due to
nebulous strategic value
AI & Cloud: clear benefits, unrealized potential
Source: Accenture 2021 High Tech C-Suite Survey
1. What are biggest benefits / reasons for deploying AI/ML
solutions within your org?, 2. What are the top outcomes your
organization is looking to achieve through investments in cloud
solutions?, 3. What are some of the biggest internal roadblocks in
the investment in & adoption of cloud infrastructure solutions?
High Tech Executives are clear on the
benefits of deploying AI & ML within
their organizations1
23
Free up labor
for higher-
value activities
Stay in line with
competitive
pressures
Ability to
drive cost
efficiencies
Ability to
drive revenue
growth
Maintain
competitive
edge in market
Opportunity
to upskill
labor force
Cloud has been pivotal to
sustaining a distributed workforce
throughout the pandemic.
Yet, many High Tech companies
have yet to fully unlock the
potential of their cloud
investments.
High-Tech Executives believe further investment in Cloud can achieve the following2…
…but they must first overcome two core challenges around cloud adoption3
Undeveloped cloud strategy Lack of internal cloud expertise
79% 58% 37% 33% 32% 18%
Improved
productivity
IT
modernization
Improved
efficiency
Increased
agility &
innovation
Cost savings
56% 48% 44% 39% 30%
Modernize
the
enterprise
High Tech players should take a five-pronged approach
to modernize the core of their enterprise
24
Industrialize operational agility
Free up human capital to focus on higher-
value work through process efficiency,
continuous improvement, and centralized
data/analytics capabilities
Offer a differentiated &
personalized customer experience
Deploy AI-powered customer care solutions
to decrease service costs, optimize back-
end sales motions, and meet customers
where they want to be met
Unlock the potential of people
Activate the workforce of the digital future
by equipping employees with in-demand
skills. Facilitate cultural transformation
through increased commitment to
Inclusion & Diversity, optimized employee
experience, and continuous learning
Redesign the operating model
Ensure the right, secure structures are in
place to activate an intelligent, agile op
model that enables fluidity across people,
process, technology systems, and assets
Create a digital foundation powered by
next gen ERP & new data strategies
Leverage next gen ERP and automation to build a
digital core that heightens agility, helps real-time
decision making, and fuels robust omni-channel
experiences. Build a data-powered enterprise
through bold big data strategies and AI/ML solutions
Build
resilient
supply chains
05
25
Supply chain
resiliency
COVID-19 and geopolitical tensions have disrupted global
supply chains, creating an urgent need to address the crisis
while building greater supply chain resilience for the future
High Tech
relevance
High Tech companies are searching for new ways to infuse
agility and intelligence into supply chains to better
withstand future crisis.
The flexible, integrated supply chains of the future will help
sustain competitive advantage and accelerate growth
High Tech supply chain trailblazer
Market cap
2011
$134B
2016
$218B
Jan 21
$487B
26
Snapshot into Samsung’s evolution
Samsung has become a dominant player in
the global semiconductor supply chain by
securing a competitive edge in cost,
delivery, and technology. Through supply
chain network diversification and
investments in intelligent supply chain
capabilities, Samsung’s supply chain
emerges as a core differentiator
Source: Accenture Research, Samsung Investor Relations, Yahoo Finance, Forbes
Chip
production
diversification
Product binning
test strategy
Transparency into
critical nth-tier
suppliers
Semi postponement
strategy within
wafer & test
Supplier
collaboration for
innovation
In times of disruption, those with agile, intelligent, and resilient
supply chains would have the competitive advantage
High Tech firms that can rapidly strengthen their supply chain resilience would be better prepared to
adopt as-a-Service business models, manage immediate crisis, and anticipate future disruption.
Source: Accenture Research
27
COVID-19, natural disasters, and geopolitical
tensions have accelerated supply chain
disruption. Several manufacturing plants
remain closed and shipping options remain
limited. As the global chip supply crisis
continues, every downstream emerging tech
sector is focused on protecting their revenue
and supply chain against risk.
What should we do tomorrow?
Invest in intelligent supply chain
analytics capabilities to lower
disruption response time and
minimize costs
As part of aaS adoption,
strengthen quality of supply chain
services (e.g., same-day delivery
of spares, hardware return
logistics) to deliver superb
customer experience
Where are we today?
94%
of Fortune 1000 companies continue to
experience supply chain disruptions due
to COVID-19
10 of 12
Major companies in 10 of 12 global
sectors state the need to shift a portion
of their supply chains from current
locations due to tariffs, automation, and
national security concerns
#1
In a recent Allianz survey of global
executives, business interruption was
ranked the #1 most important business
risk factor
Infuse enhanced visibility and
sustainability within supply chain
reduce long-term risk
The C-Suite’s top priority: Digitizing the supply chain
Source: Accenture 2021 High Tech C-Suite Survey
1. How important are each of the following benefits your
organization would hope to achieve through digitalization of
supply chain activities?
Companies are prioritizing
digitalization of supply chain
activities to transform their supply
chain models
+
C-Suite Executives across the
board are aligned on the urgency
of developing future-proofed
supply chains1
28
2 3 4 5 6 7 8 9 10
Enable demand-driven
supply chain
Optimize supply chain
lead times
Utilize ‘just-in-time’ decision-
making techniques
Reduce product markdowns,
overstock, and out-of-stocks
Improve cash flow and cost
management
Improved reliability &
decreased delays & downtime
Not Important Very Important
> 25%
10-25%
< 10%
Build
resilient
supply
chains
To build more resilient supply chains, High Tech organizations
must shift their focus towards these five activities
29
Expand the risk framework through
digital twin
Mirror supply chain operations to analyze the
robust supply chain for known and unknown
risks to the supply base (e.g., InfoSec,
regulatory, geopolitical, climate change)
Integrate the value chain through
advanced analytics
Leverage integrated network planning,
disruption scenario modelling, and digital
manufacturing analytics capabilities to
enhance real-time visibility, reduce time-
to-recovery, and drive sustainable
manufacturing practices
Strategically stage inventory
Use AI-based web crawlers to evaluate
customer behavior/sentiment and predict
demand shifts by channel/geography.
Simulate where on-hand, in-transit, and
on-order inventory is now vs. where it
needs to be to meet demand
Assess and embrace failure mode
Segment root causes of supply chain failure
by origin, type, and uncontrollable elements
(e.g., shift in demand). Apply Failure Mode &
Effects Analysis to pinpoint systemic issues
Secure and expand the supply base
Assess the potential for flexible production and
co-manufacturing. Consider flexible storage,
distribution, and fulfilment opportunities to
strengthen network flexibility
Survey demographics
Our 149 C-Suite survey participants span global High Tech companies
Industries represented
30
34%
Consumer
technology
28% Semiconductor
11% Medical technology
26%
Enterprise technology,
network equipment &
communications
Company size
6
18
69
25
17
5
3
1
5
$500.1MM-$750MM
$750.1MM-$1B
$1.1-10B
$10.1-25B
$25.1-50B
$50.1-100B
$100.1-150B
$150.1-200B
>$200B
34%
North
America
19%
Western Europe
22%
Asia: Japan
10%
Asia: China
8%
Asia: Taiwan
4%
Asia: Korea
3%
Sub-Saharan Africa
Geographic distribution
High Tech industry narrative team
31
Contacts
David Sovie
Global High Tech
Industry Lead
Vik Viniak
North America High
Tech Strategy Lead
Tawfik Jarjour
North America High Tech
Strategy Senior Manager
Marc Gelle
Europe High Tech
Industry Lead
Hongbiao Yu
Greater China High Tech
Industry Lead
Harman Ahuja
North America High Tech
Strategy Managing Director
Sam Panda
North America High Tech
Strategy Managing Director
Ryosuke Sato
Japan High Tech
Industry Lead
Arun Khurana
North America High
Tech Industry Lead
Syed Alam
Global Semiconductor
Industry Lead
Contributors
John Kinnaman
Hiroyuki Okabe
Xiaoxiao Guan
Yasuhisa Azegami
Guido D’hert
Taylor Guo
Harvey Kim
Vanessa Naik
Geoffrey Hills
Cody Crook
Farah Ahmed
Cathy Chen
Aishwarya Saluja
Shaden Alsheik
Shaan Mahbubani
Andy Kohok
Tim Chu
Ivan Huang
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 these services. We combine unmatched experience
and specialized capabilities across more than 40 industries—
powered by the world’s largest network of Advanced
Technology and Intelligent Operations centers. With 537,000
people serving clients in more than 120 countries, Accenture
brings continuous innovation to help clients improve their
performance and create lasting value across their enterprises.
Visit us at www.accenture.com.
32
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Transforming the Industry That Transformed the World

  • 1. Transforming the industry that transformed the world FY21 High Tech industry narrative Copyright © 2021 Accenture. All rights reserved.
  • 2. Eight trends are triggering a new Industry Paradigm for High Tech 2 Explosion of smart devices & edge computing applications Shift to aaS business models to create more long-term value for customers Supply chain volatility due to global chip shortage & COVID-19 disruption Heightened macro-level instability due to geopolitical tensions & new trade policies Accelerated need for cloud transformation to sustain hybrid workforce solutions As traditional markets mature, pressure to exploit industry convergence points to expand revenue streams Push to integrate AI & ML everywhere along the value chain to spur top-line growth and support the bottom line Growth in 5G-enabled solutions due to increased demand for streaming content, gaming, and connected experiences Revealed in the 2021 Accenture High Tech industry study
  • 3. Evolving customer needs and macro-level shifts spur the need for technological evolution and operating model re-invention 3 Cloud-powered innovation Rise in smart devices Embedding AI & ML 5G & edge solutions Major migration to cloud, accelerated by COVID-19, creating opportunity for new types of innovation Proliferation of smart devices and platforms that are connected to IOT and AIOT AI/ML solutions accelerating and enabling both top and bottom line opportunities Expedited 5G rollout and edge computing enables new solutions needing high speed and low latency Sales of new cloud semis & solutions + internal efficiency and innovation opportunities Reinventing the core product offering and creating new types of devices Sales of new types of AI/ML semis & solutions + internal use of AI/ML to increase operational efficiency Direct sales of 5G and edge semis & devices, plus new types of 5G-enabled solutions Shift to as-a-Service Flexible & resilient supply chain Growing shift to –aaS models to both deliver value to customers and improve profitability and sustainability Increase risk and variability in supply requires more dynamic capabilities Major business transformation needed to shift from legacy process, systems and culture Digitalization of supply chain planning, sourcing, mfg, and service required Industry convergence Geopolitics & trade policies Technology blurring historic lines and shifting focus to cross-industry experiences US-China tensions, as well as the rise in politicization of data and technology Growth opportunities in new markets and customer segments Creation of segmented supply chains and need for new regulatory and planning capabilities Impetus High Tech client impact Technological evolution Op model re-invention Macro-transformation Triggers for a New Industry Paradigm
  • 4. High Tech CXOs are tasked with five key imperatives Adoption of new recurring revenue subscription models to sustain top-line growth & meet customer demand Shift to as-a-Service 01 Acceleration of tech- driven industry convergence & blurred industry lines to unlock new growth potential Expand industry boundaries Investment in connected ecosystems & cutting- edge technologies to deliver hyper-customized experiences Reinvent the portfolio Enablement of new business models, processes, and technologies to support strategic vision and reduce operational cost and complexity Modernize the enterprise Repurposing of supply chain resiliency (as a result of global chip shortage and COVID-19 pandemic) to mitigate risk and protect revenue Build resilient supply chains 02 03 04 05 4 High Tech companies must modernize their core… … to modernize the world through new business models, new products, and new markets
  • 5. Shift to as-a-Service 01 5 as-a-Service (aaS) Departure from traditional product-only business model to subscription-oriented, bundled product + service + platform-based business model High Tech relevance Existing hardware-centric business models fail to enable customer preferences for dynamic, integrated, seamless experiences High Tech companies can mobilize their deep footprint and install base to leverage aaS as an avenue for differentiation in a hyper-competitive High Tech landscape
  • 6. High Tech as-a-Service trailblazer Market cap 2001 $7B 2011 $377B 2016 $609B Jan 21 $2.2T Services as % of net sales 2001 N/A 2011 5.8% 2016 11.3% 2020 19.5% 6 Snapshot into Apple’s evolution Apple is the quintessential boundary pusher. Over the past decade, Apple has cultivated obsessive brand loyalty through sustained breakthroughs in both hardware and subscription-based software offerings. No other company better exemplifies adoption of aaS as a vehicle for profitability and revolutionary customer experience. iMac G3 iBook iPod Shuffle iPhone iPad iCloud Pay Watch Fitness+ Music News+ TV+ Source: Accenture Research, Yahoo Finance, Apple 10-K
  • 7. Subscription-based revenue streams are key to meeting customer demand & sustaining top-line growth Proven success of aaS in Software & Platforms has unlocked Pandora’s box for High Tech to do the same High Tech players recognize that adopting an as-a-Service business model is not a matter of if, but when. Amid growing customer demand for curated Product + Service + Platform solutions, High Tech firms are quickly reaching the limits of value that can be captured through existing business models. Nevertheless, they struggle to adopt the financial models, supply chains, and sales organizations required to enable aaS. What should we do tomorrow? Reinvent the relationship between the company and the customer to establish a more predictable, recurring revenue stream and create customers for life Assess potential for vertical integration across the stack by exploring Product + Platform + Service + Experience bundling to differentiate in an increasingly saturated market Where are we today? Source: Accenture Research, P&S Intelligence, Forbes 7 5x Companies that have adopted subscription-based models have created 5x more enterprise value per dollar of revenue earned +24% Global aaS market is skyrocketing, with a projected CAGR of 24% or $344.3B by 2024 $50B Apple’s Services (incl. Fitness+, News+, iCloud) business expected to top $50B in profit by 2025
  • 8. Leaders are betting on as-a-service to deliver Source: Accenture 2021 High Tech C-Suite Survey 1. Over the next 2-3 years, what are the top goals for your company? 2. What are the top benefits of transitioning to an -aaS model for externally sourced capabilities / solutions? 59% 46% 42% 40% Top C-Suite goals for the next 2–3 years 59% | Revenue growth 46% | Creating operational efficiencies 42% | Profit / EBITDA growth 40% | Improved data security 32% 64% 47% 27% 30% 32% 35% High Tech leaders are laser-focused on revenue growth as their #1 priority1… 8 Reduced time to benefit Ability to scale Easy integration Easy to use & build POCs Lower CapEx Access to new SW upgrades / releases Pre-built functionalities & use cases …and are placing strategic bets on as-a-Service as fuel for long-term scale2
  • 9. To effectively adopt as-a-Service, High Tech companies should take five fundamental actions 9 Shift to as-a-Service Revamp go to market strategy and sales organization Upskill and enable the sales organization to launch new bundled offerings. Reassess how to go to market to effectively deliver on the value proposition, enhance customer experience, and achieve financial objectives Redesign the operating model Ensure the right cross-functional capabilities are in place to support the Go to Market strategy in a more sustainable and responsible way, with clearly defined roles & responsibilities Unify product and platform strategy Develop a shared platform of common, base services that allow product teams to rapidly innovate and experiment Build foundational business transactions, process, and tools Invest in secure enterprise system capabilities and develop scalable architecture to enable new business transactions with a frictionless user & customer experience Reinvent and expand the ecosystem Develop strategic partnerships to reach build-partner-buy decisions and jointly develop, market, and commercialize offers
  • 10. Expand industry boundaries 02 10 Industry convergence Pivot from core competency area (e.g., hardware component) to creation of high-value, cross-industry experiences (e.g., hardware-powered solution that includes software and services) High Tech relevance High Tech players are today’s leaders in ecosystem carryover, leveraging their existing foothold, loyal customer base, and distribution channels to secure a competitive position in new industries. From Automotive to Health, High Tech firms are quickly becoming respected rivals in adjacent industries.
  • 11. High Tech industry boundary trailblazer Market cap 2011 $8B 2016 $57B Jan 21 $321B 11 Snapshot into NVIDIA’s evolution From graphic chip startup to end-to-end industry solution activator, NVIDIA is redefining what it means to be a High Tech player. NVIDIA capitalizes on its full-stack expertise to rewrite industry borders and co-design the smart-X ecosystem. Source: Accenture Research, Yahoo Finance, NVIDIA E2E hardware, software, and service industry solutions Autonomous vehicles Smart city metropolis Intelligent stores Smart hospitals • Self-driving cars and virtual simulations • Next gen last-mile delivery robots • Incident detection • Humanitarian & disaster relief • Traffic management • Asset protection • Personalized in-store experience • Autonomous shopping • AI patient assistant • Automated PPE & hospital inventory checks • Smart devices FROM GPUs in electronic gaming & PCs TO Breakthrough end-to-end (E2E) industry solutions
  • 12. 73% of health consumers reinforce the market opportunity for wearables, stating wearables that monitor glucose, heart rate, physical activity, and sleep as beneficial to understanding their health $78B Global automotive software (e.g., ADAS, infotainment) market is projected to reach $78B by 2030 $2T Consumer Tech companies (e.g. Samsung, Apple, Google) will continue to expand into Global Payments, as revenue will reach $2T by 2025 The Company + Customer paradigm continues to shift as High Tech players face inward and outward convergence High Tech companies who orchestrate strategic industry collisions are better positioned to meet growing customer expectations for on-demand, curated hardware + software + service solutions. Source: Accenture Research, P&S Intelligence 12 High Tech companies are spearheading a historic wave of tech-driven convergence, investing outside of their core industries to unlock new growth. As industry boundaries blur, new competitive forces emerge, as well as ambiguity on where to strategically play. What should we do tomorrow? Examine how industry convergence poses a threat to existing market share & impacts the competitive landscape Explore cross-industry expansion opportunities to heighten economies of scale, optimize efficiency, expedite R&D productivity / discovery, and stimulate revenue growth Where are we today?
  • 13. 87% of execs agree: convergence is a growth enabler Source: Accenture 2021 High Tech C-Suite Survey How strongly do you agree with the following statements: 1. “Industry convergence has increased the level of competition within my industry”? 2. “My company is well-prepared to meet the new challenges and opportunities that come with industry convergence.”? Majority of C-suite Executives believe that industry convergence is a core enabler for long-term growth.1,2 13 Illustrative examples of High Tech industry convergence opportunities Agree that industry convergence has heightened the degree of competition within their industry 87% Concur that industry convergence has increased the level of opportunity for revenue growth 85% Smart mobility Connected infrastructure Digital health Autonomous boats, cars, trucks, drones, public transportation, military vehicles Edge- and 5G-enabled smart buildings, smart grid, energy/ utilities management AI-powered smart hospitals, fitness wearables, COVID-19 contact tracing & wallet apps
  • 14. Expand industry boundaries High Tech players have four pathways to unlock value into new industry ecosystems 14 Build based on demand sensors Pivot from a “sell what you build” mindset to building what customers actually need. Approach R&D and product development from a customer- centric lens to build bespoke solutions Capitalize on installed base to expand into adjacent areas Leverage deep device footprint and expansive product capabilities to explore new territories that align with demand sensors (e.g., digital health, sustainability- focused technologies) Forge strategic alliances Design and operationalize an Alliance Innovation Hub to fuel experimentation and commercialize market-relevant joint offerings at scale, without cannibalizing existing offerings Leapfrog through mergers & acquisitions Acquire new capability sets (e.g., intellectual property, talent, distressed tuck-in, strategic bets in growth markets) to reinvigorate existing portfolio and accelerate entry into new spaces
  • 15. Reinvent the portfolio 03 15 Portfolio reinvention With the proliferation of cloud, 5G, edge, IoT, and AI/ML, High Tech companies can derive faster insights and develop hyper-connected customer experiences catered to limitations in different environments. Product portfolio reinvention is needed to capture growing market opportunity and deliver on evolving customer demands High Tech relevance Given the explosive growth in these technologies, High Tech companies are forced to redefine what to build, reassess what assets (e.g., data) can be monetized, and reconfigure how to go to market
  • 16. High Tech connected portfolio trailblazer Market cap 2011 $32B 2016 $38B Jan 21 $36B 16 Snapshot into JCI’s evolution JCI’s growing investments in emerging technologies have made the company a pioneer in smart building solutions. From thermostat titan to sustainability leader, JCI’s competitive position in smart, secure, and sustainable buildings is continuously enabled by edge computing, advanced analytics, and the connected ecosystem. Source: Accenture Research, Yahoo Finance, JCI COVID-19 flexible infrastructure TO leader in smart building solutions TO building control systems… Fire and security services Touchless buildings Sustainability predictive analytics OpenBlue digital platform PKI cybersecurity FROM electric room thermostats…
  • 17. The High Tech company of the future will harness digital enablers to reengineer its market positioning High Tech organizations are well-positioned to capitalize on the growing market opportunity for digital disruptors if they are willing to reimagine their product offerings Source: IHS Markit, Accenture Research, IDC 17 High Tech companies have begun to acquire startups, develop alliances, and integrate IoT/edge capabilities within their portfolios, but many have yet to commercialize at scale. Only few have leveraged these cutting-edge capabilities to enable top-line growth. What should we do tomorrow? Refresh product and technology roadmap to encompass strategic digital enablers Integrate connected ecosystem into value chain Where are we today? $13T 5G will yield approximately $13.2T in global economic value by 2035 $251B Global edge computing market is projected to reach $251B by 2024, with a CAGR of 12.5% from 2019–2024 56B By 2025, there will be roughly 56B connected devices worldwide, 75% of which will be connected to an IoT platform Assess market opportunities and potential to pilot cutting-edge technologies through strategic partnerships
  • 18. Leaders see these digital enablers as the future Source: Accenture 2021 High Tech C-Suite Survey 1. What will be the biggest technological tipping points that will unlock the full potential of smart devices and edge computing to maximize return on investment? High Tech firms are in a race to meet growing customer demand for custom solutions… 18 …and are investing in the following digital enablers to bring these solutions to life1 Choose your own stadium adventure Powered by 5G Dynamic smart home assistance Powered by edge sensors 67% 63% 59% 23% 19% 7% AI/ML analytics platforms Proliferation of 5G Sensor technologies End device battery life Low/No code implementation Split rendering High Tech C-Suite Executives prioritize AI/ML capabilities and 5G as most important Illustrative example of customer-centric solutions
  • 19. High Tech companies are five steps away from reimagining their portfolios and offering hyper-personalized customer experiences 19 Develop new product introduction strategy Determine the value proposition, target audience, and differentiating capabilities that earn your organization the right to win Redesign the value chain Consider launching a distinct innovation arm to drive use case design, accelerate execution, and own delivery Shape the go-to-market strategy Assess how to deliver on the value proposition achieve competitive advantage with new product offerings Reinvent the portfolio Digital innovation factory Provide a customizable set of end-to-end digital execution capabilities which combines multi-disciplinary skills to accelerate product launch at scale Discover the art of the possible Identify customer problems (use cases) to solve leveraging cutting-edge technologies (5G, edge, AI/ML, and cloud) as applicable
  • 20. Modernize the enterprise 04 20 Core modernization Reinvention of core technology systems, data architectures, operating models, and operational processes to adapt to new business model High Tech relevance High Tech players power the modern economy, but many have yet to modernize their own enterprise. Cue the era of modernizing the core, wherein High Tech firms rebuild their foundation to enable new business models, new market entry, and new product introduction
  • 21. High Tech core trailblazer FY20 revenue $51B 21 Snapshot into Lenovo’s evolution Lenovo’s record of innovation is fueled by a history of continuous technology, process, and workforce transformation. Lenovo’s multi-decade journey of reinvestment in the enterprise now affords the company the opportunity to penetrate new markets and transition from a device+ to intelligent solutions company. Source: Accenture Research, Lenovo Investor Day Reports, Yahoo Finance May 21 market cap $15B ERP Overhaul Core modernization Partner experience & channel transformation Finance transformation Smart supply chain powered by big data, AI, AR, 5G, IoT & blockchain IT op model redesign Manufacturing joint ventures
  • 22. Without investing in enterprise transformation, High Tech companies risk leaving billions on the table High Tech firms will struggle to recover from disruptions and fail to meet changing customer needs unless they get serious about business and op model reinvention, core tech transformation, and provide new value to customers. Source: Accenture Research, Morgan Stanley, Bank of America, Nasdaq 22 High Tech players have begun to modernize their business as a reactive response to COVID-19. However, adapting their business models to enable more resilient operations, agile ways of working, and cutting-edge capabilities remains an operational challenge. What should we do tomorrow? Refresh technology stack and next gen ERP to optimize operating models supported by cloud to drive growth Conduct workforce skill gap analysis and create talent development plans with enterprise transformations Where are we today? 60% of organizations lack the capabilities & organizational model to sustain a liquid, modular, and agile organization 40% Companies can reduce CapEx by 40% by migrating to virtualized, cloud- based architectures 30% of High Tech executives fear transitioning to the cloud due to nebulous strategic value
  • 23. AI & Cloud: clear benefits, unrealized potential Source: Accenture 2021 High Tech C-Suite Survey 1. What are biggest benefits / reasons for deploying AI/ML solutions within your org?, 2. What are the top outcomes your organization is looking to achieve through investments in cloud solutions?, 3. What are some of the biggest internal roadblocks in the investment in & adoption of cloud infrastructure solutions? High Tech Executives are clear on the benefits of deploying AI & ML within their organizations1 23 Free up labor for higher- value activities Stay in line with competitive pressures Ability to drive cost efficiencies Ability to drive revenue growth Maintain competitive edge in market Opportunity to upskill labor force Cloud has been pivotal to sustaining a distributed workforce throughout the pandemic. Yet, many High Tech companies have yet to fully unlock the potential of their cloud investments. High-Tech Executives believe further investment in Cloud can achieve the following2… …but they must first overcome two core challenges around cloud adoption3 Undeveloped cloud strategy Lack of internal cloud expertise 79% 58% 37% 33% 32% 18% Improved productivity IT modernization Improved efficiency Increased agility & innovation Cost savings 56% 48% 44% 39% 30%
  • 24. Modernize the enterprise High Tech players should take a five-pronged approach to modernize the core of their enterprise 24 Industrialize operational agility Free up human capital to focus on higher- value work through process efficiency, continuous improvement, and centralized data/analytics capabilities Offer a differentiated & personalized customer experience Deploy AI-powered customer care solutions to decrease service costs, optimize back- end sales motions, and meet customers where they want to be met Unlock the potential of people Activate the workforce of the digital future by equipping employees with in-demand skills. Facilitate cultural transformation through increased commitment to Inclusion & Diversity, optimized employee experience, and continuous learning Redesign the operating model Ensure the right, secure structures are in place to activate an intelligent, agile op model that enables fluidity across people, process, technology systems, and assets Create a digital foundation powered by next gen ERP & new data strategies Leverage next gen ERP and automation to build a digital core that heightens agility, helps real-time decision making, and fuels robust omni-channel experiences. Build a data-powered enterprise through bold big data strategies and AI/ML solutions
  • 25. Build resilient supply chains 05 25 Supply chain resiliency COVID-19 and geopolitical tensions have disrupted global supply chains, creating an urgent need to address the crisis while building greater supply chain resilience for the future High Tech relevance High Tech companies are searching for new ways to infuse agility and intelligence into supply chains to better withstand future crisis. The flexible, integrated supply chains of the future will help sustain competitive advantage and accelerate growth
  • 26. High Tech supply chain trailblazer Market cap 2011 $134B 2016 $218B Jan 21 $487B 26 Snapshot into Samsung’s evolution Samsung has become a dominant player in the global semiconductor supply chain by securing a competitive edge in cost, delivery, and technology. Through supply chain network diversification and investments in intelligent supply chain capabilities, Samsung’s supply chain emerges as a core differentiator Source: Accenture Research, Samsung Investor Relations, Yahoo Finance, Forbes Chip production diversification Product binning test strategy Transparency into critical nth-tier suppliers Semi postponement strategy within wafer & test Supplier collaboration for innovation
  • 27. In times of disruption, those with agile, intelligent, and resilient supply chains would have the competitive advantage High Tech firms that can rapidly strengthen their supply chain resilience would be better prepared to adopt as-a-Service business models, manage immediate crisis, and anticipate future disruption. Source: Accenture Research 27 COVID-19, natural disasters, and geopolitical tensions have accelerated supply chain disruption. Several manufacturing plants remain closed and shipping options remain limited. As the global chip supply crisis continues, every downstream emerging tech sector is focused on protecting their revenue and supply chain against risk. What should we do tomorrow? Invest in intelligent supply chain analytics capabilities to lower disruption response time and minimize costs As part of aaS adoption, strengthen quality of supply chain services (e.g., same-day delivery of spares, hardware return logistics) to deliver superb customer experience Where are we today? 94% of Fortune 1000 companies continue to experience supply chain disruptions due to COVID-19 10 of 12 Major companies in 10 of 12 global sectors state the need to shift a portion of their supply chains from current locations due to tariffs, automation, and national security concerns #1 In a recent Allianz survey of global executives, business interruption was ranked the #1 most important business risk factor Infuse enhanced visibility and sustainability within supply chain reduce long-term risk
  • 28. The C-Suite’s top priority: Digitizing the supply chain Source: Accenture 2021 High Tech C-Suite Survey 1. How important are each of the following benefits your organization would hope to achieve through digitalization of supply chain activities? Companies are prioritizing digitalization of supply chain activities to transform their supply chain models + C-Suite Executives across the board are aligned on the urgency of developing future-proofed supply chains1 28 2 3 4 5 6 7 8 9 10 Enable demand-driven supply chain Optimize supply chain lead times Utilize ‘just-in-time’ decision- making techniques Reduce product markdowns, overstock, and out-of-stocks Improve cash flow and cost management Improved reliability & decreased delays & downtime Not Important Very Important > 25% 10-25% < 10%
  • 29. Build resilient supply chains To build more resilient supply chains, High Tech organizations must shift their focus towards these five activities 29 Expand the risk framework through digital twin Mirror supply chain operations to analyze the robust supply chain for known and unknown risks to the supply base (e.g., InfoSec, regulatory, geopolitical, climate change) Integrate the value chain through advanced analytics Leverage integrated network planning, disruption scenario modelling, and digital manufacturing analytics capabilities to enhance real-time visibility, reduce time- to-recovery, and drive sustainable manufacturing practices Strategically stage inventory Use AI-based web crawlers to evaluate customer behavior/sentiment and predict demand shifts by channel/geography. Simulate where on-hand, in-transit, and on-order inventory is now vs. where it needs to be to meet demand Assess and embrace failure mode Segment root causes of supply chain failure by origin, type, and uncontrollable elements (e.g., shift in demand). Apply Failure Mode & Effects Analysis to pinpoint systemic issues Secure and expand the supply base Assess the potential for flexible production and co-manufacturing. Consider flexible storage, distribution, and fulfilment opportunities to strengthen network flexibility
  • 30. Survey demographics Our 149 C-Suite survey participants span global High Tech companies Industries represented 30 34% Consumer technology 28% Semiconductor 11% Medical technology 26% Enterprise technology, network equipment & communications Company size 6 18 69 25 17 5 3 1 5 $500.1MM-$750MM $750.1MM-$1B $1.1-10B $10.1-25B $25.1-50B $50.1-100B $100.1-150B $150.1-200B >$200B 34% North America 19% Western Europe 22% Asia: Japan 10% Asia: China 8% Asia: Taiwan 4% Asia: Korea 3% Sub-Saharan Africa Geographic distribution
  • 31. High Tech industry narrative team 31 Contacts David Sovie Global High Tech Industry Lead Vik Viniak North America High Tech Strategy Lead Tawfik Jarjour North America High Tech Strategy Senior Manager Marc Gelle Europe High Tech Industry Lead Hongbiao Yu Greater China High Tech Industry Lead Harman Ahuja North America High Tech Strategy Managing Director Sam Panda North America High Tech Strategy Managing Director Ryosuke Sato Japan High Tech Industry Lead Arun Khurana North America High Tech Industry Lead Syed Alam Global Semiconductor Industry Lead Contributors John Kinnaman Hiroyuki Okabe Xiaoxiao Guan Yasuhisa Azegami Guido D’hert Taylor Guo Harvey Kim Vanessa Naik Geoffrey Hills Cody Crook Farah Ahmed Cathy Chen Aishwarya Saluja Shaden Alsheik Shaan Mahbubani Andy Kohok Tim Chu Ivan Huang
  • 32. 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 these services. We combine unmatched experience and specialized capabilities across more than 40 industries— powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. With 537,000 people serving clients in more than 120 countries, Accenture brings continuous innovation to help clients improve their performance and create lasting value across their enterprises. Visit us at www.accenture.com. 32 Disclaimer: This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors. This document refers to marks owned by third parties. All such third-party marks are the property of their respective owners. No sponsorship, endorsement or approval of this content by the owners of such marks is intended, expressed or implied.