| |
 |
 |
Outlook 2013/1 [PDF, 2.74 MB] This issue highlights examples of the bold thinking and disruptive approaches that are needed for organizations to outperform in a rapidly changing digital economy. We examine how the winners in both the private and public sectors are responding with new strategies to innovate and collaborate-from the use of digital gaming mechanics to address key business challenges, to the development of new government service-delivery models, to the ways companies are joining forces across industries to drive mutually beneficial results. |
| |
 |
|
Insights 2013/1[PDF, 2.79 MB] In this issue, we focus on growth opportunities in emerging markets, and we share new insights in areas such as data analytics, data security, IT strategy and what is needed to attract and retain the Generation Y workforce. We also highlight client successes with mobile ticketing at Deutsche Bahn and IT offshoring at BAWAG P.S.K. |
| |
 |
|
|
| |
 |
|
|
| |
 |
|
The Swiss Top 500 - new opportunities for growth in volatile times [PDF, 1.72 MB] In the study "Switzerland's Top500 - new opportunities for growth in volatile times", Accenture analyzed the 500 top-rated companies in 2011 in Switzerland and identified Growth Champions from within their ranks. These Growth Champions identified — and consistently went after — new opportunities arising in conjunction with mega-trends such as the transition toward alternative energy and demographic changes. However, to secure a lasting position at the forefront of global competition, it will be necessary for companies to exhibit foresight early on and to adapt to new market conditions in a highly flexible way. |
| |
 |
|
High Performance in Pharmaceuticals Procurement [PDF, 1.72 MB] For decades, the pharmaceuticals industry was the darling of Wall Street, delivering high margins and steady growth rates through long-held patents and innovative products. Over the last years, however, that picture has changed dramatically. Today, the pressure is growing as generic drugs continue to enter the market. In addition, R&D requirements and marketing efforts are rising constantly, while governments and health insurance companies exert growing price pressure on the industry. Still, one of the biggest margin-engines still promises to reveal significant untapped value potential in the future for the pharma industry - procurement. How can pharma companies drive cost control, innovation and growth with high performance procurement? |
| |
 |
|
Outlook [PDF, 5.11 MB] This Outlook issue contains a broad spectrum of research-based articles that address the extraordinary challenges for any enterprise seeking to achieve high performance in today's complex global marketplace. These challenges start at the top, and the issue's cover story poses a critical question: "Does your global leadership team have what it takes?" The article looks at three key attributes top teams must have to successfully guide their businesses on a global scale. |
| |
To Top |
|
Insights [PDF, 1.64 MB] Insights shows how leading enterprises implement innovative strategies, business and operational models, as well as new technologies, thus achieving a steady increase in performance. European companies haven't yet been able to muscle their way into the Internet elite club of Google, Amazon and Facebook. But the next digital revolution is on its way: the networking of intelligent products-the Internet of Things. In a few years we move through a completely networked world. This vision offers tremendous potential. Engineers in the DACH region are already developing some of the most sophisticated intelligent products and IT-supported industrial systems in the world. High-performance businesses must be proactive in harnessing the potential of global IT megatrends. |
| |
 |
|
Phönix Report II [PDF, 2.03 MB] Following up on the successful Phoenix Report - Part I, which identified the factors which influence a company's success, we've collaborated once again with the Justus Liebig University in Giessen, Germany, to examine the challenges European companies will face in the future, as well as the resources and capabilities needed to overcome them. Based on our empirical observations, deep understanding of future requirements and 110 differentiated criteria for success, we have developed the "Phoenix Portfolio"— a unique analytical tool designed to assess the prospects for long-term competitive advantage among 279 large companies representing eight industries across 24 European countries. |
| |
 |
|
Phönix Report II English [PDF, 2.02 MB] Following up on the successful Phoenix Report - Part I, which identified the factors which influence a company's success, we've collaborated once again with the Justus Liebig University in Giessen, Germany, to examine the challenges European companies will face in the future, as well as the resources and capabilities needed to overcome them. Based on our empirical observations, deep understanding of future requirements and 110 differentiated criteria for success, we have developed the "Phoenix Portfolio"— a unique analytical tool designed to assess the prospects for long-term competitive advantage among 279 large companies representing eight industries across 24 European countries. |
| |
To Top |
|
Outlook 3/2011 [PDF, 3.23 MB] The Outlook is Accenture's journal of high-performance business. Among the topics featured in this issue. The key topics of the latest Outlook are:
- New paths to growth
- Emerging markets
- Risk management
- Talent management
|
| |
|
|
A recent Accenture survey reports that a quarter of retail executives expect private label brand penetration to exceed 50 percent in the next five years. In today's fierce competitive environment, private label serves as the lynchpin strategy for winning in retail through differentiation. However, companies need to possess a full range of capabilities to capture the opportunity and value of private label retailing. |
| |
|
|
Drive Growth and Innovation With Digital Networking
In the current issue, we focus on growth and innovation by digital networking and showcase client credentials of
- Nokia Siemens Networks
- Bwin.party
- Japan Tobacco International
|
| |
|
|
The Companies that rely on a chain of suppliers and service providers to deliver the goods and services they need to meet customer demand. That journey from source to destination has always had its risks and uncertainties. Changes on nearly every front have dramatically altered the dynamics of the supply chain. Global sourcing and production, information and communications technology, consumer expectations, pricing volatility and product availability, financial conditions, regulation and compliance rules-shifts in all of these combine to make managing the supply chain a new game now.
The goal of supply chain risk management is to make sure effective mitigation strategies are in place all along the value chain. The point is to create value for the organization and Accenture's approach is to manage supply chain risk as a business issue-not a standalone concern.
In this approach, corporate attention and resources are focused on beginning-to-end solutions that support riskbased decisions for the good of the whole enterprise. |
| |
To Top |
|
Trust may seem like a vague and intangible notion, but its value in today's economy is decidedly real and concrete. Nothing is more fundamental to a healthy business than the belief by consumers, the public, investors, regulators, suppliers and stakeholders that they are doing business with a trustworthy organization. The underlying assumption is that an organization will deliver on its promises, and behave consistently and fairly. Trust, you could say, keeps the wheels of commerce rolling. |
| |
 |
|
Outlook regularly reports on new trends and strategies in the areas of information technology, management theory and practice as well as general business topics. Read more on our global website |
| |
 |
|
The USA are plagued by high debts, the Euro remains fragile, disasters like in Japan show the high risk of supply chain disruptions. In an unpredictable world, continuity is of high value. Enterprises create stability by a sustainable strategy and its value-adding implementation. In the past, sustainability was mainly considered an ecological topic. Today, all parts of an enterprise are under scrutiny. In their quest for sustainability, companies proceed systematically by first improving their material assets before turning to products and business models. During implementation, they meticulously fine-tune processes. In this way, sustainability becomes an instrument to durably strengthen competitiveness.
Insights shows how leading enterprises implement innovative strategies, business and operational models, as well as new technologies, thus achieving a steady increase in performance. |
| |
To Top |
|
Which factors and structures lead to a company's success? Why are some companies more successful than others? Why do they manage to remain industry leaders over a longer period of time?
Today, I present the first part of the Phoenix Report to you, in which we identified five key success factors that demonstrably lead to higher growth, more profitability and capital markets success: entrepreneurship, focus on innovation, diversity, sustainability and M&A strategies. Together with the Justus-Liebig-University Giessen, Accenture analyzed 350 large, listed companies covering eight industries in 24 European countries and interrelated these findings with the future expectations of more than 1,100 TOP executives. |
| |
 |
|
Accenture Technology Vision 2011 report provide fresh insight and understanding on how the continuing global revolution in technology is reshaping the business landscape. It poses a simple question that's easy to ask but more difficult to answer: what's next? To reply, we have analyzed trending behavior in fields as far apart as venture capital funding and academic literature. This analysis allows us to make eight bold predictions for the future, which range from predicting that data will take a place as a platform in its own right, to explaining how cloud computing will create more value higher up the stack. Each prediction is explained in detail, with clear action steps given in order to maximize its relevancy to you and your organization. |
| |
 |
|
This report, the fifth annual study in our Multi-Polar World research program, is our attempt to cut through the current pervasive uncertainty and map out the future contours of growth for several major economies across the world.
This study does not seek to pick winners but rather to narrow today's uncertainty by pointing to where and how economies and companies can thrive against tomorrow's backdrop. What are the new waves of growth for economies?
Drawing on our research and input from our panelists, Accenture has identified four waves which in dephth explained in this report :
- The silver economy
- The resource economy
- The multi-technology future
- The emerging-markets surge
|
| |
To Top |
|
Accenture defines high performers in IT as those that achieves excellence in IT execution, IT agility and IT innovation together, balancing the constant and sometimes opposing demands placed on today's IT function. High performers in IT not only manage IT like a business, but run IT for the business and with the business. CIOs at these organizations are engaged in their company's business strategies and are able to truly map out how IT supports those strategies. Read more in the full reports- you will find the cross-industry version as well as the FS industry specific cut attached. |
| |
 |
|
This study provides a comprehensive view on the low carbon technology market, not only focused on renewable energy but also covering buildings, transport, electricity transmission and additional technologies. |
| |
To Top |
|
which is an extensive study that analyzes the five most important forces shaping the Insurance industry today. Together they will create a 'new normal' that demands different strategies and, in many cases, different capabilities. The study predicts not only how the market is likely to transform over the next few years, but also what carriers will need to do - and the business models they will need to master – in order to achieve and sustain high performance in the face of an uncertain and volatile future. Please find attached the study and the corresponding sales deck. |