In a world that rewards innovation, speed and agility, high-tech companies born in the digital age, “digital-borns,” have an edge over their more established peers. But established companies, “tenured-techs,” aren’t ready to cede without a fight. They are transitioning to leading-edge platforms and tying their visions to the promise of digitally driven innovation.
The responsibility for executing a new digital vision falls to the leaders of tenured-tech companies. For decades, they’ve been masters of embracing change and beating the odds. But digital-borns pose a new kind of threat—one that calls for new skills, talent strategies and organizational capabilities.The employee you can't afford to lose
Digital-born companies grab hold of the tech workforce
Overview
Key Findings
Digital-born companies pose a significant threat to tenured-tech companies. They are attracting investor interest and talent at a steady pace.
Tenured-tech workers are defecting to digital-borns—and not coming back.
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For every employee a tenured-tech company gains from a digital-born company, it loses eight employees to digital-born companies.
It’s not just young workers who aren’t interested.
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Of millennial job changers, only 2 percent stayed in the tenured-tech camp. And only 6 percent of tenured-tech Gen Xers and baby boomers opted for a position at another tenured-tech.
Recommendations
To successfully weather digital disruption, tenured-techs need to convince investors of their future growth potential and reclaim their position as worthy employers of highly skilled digital talent. To that end, leaders must:
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Walk the talk. Leaders must set the vision and foster a culture of experimentation and collaboration by embodying the attributes they hope to inspire among their employees.
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Become a change master. Tenured-techs must flatten structures, reduce spans of control, and break down silos.
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Offer “gig-like” experiences. Tenured-techs need to understand what workers expect from their employers. Project-based “gig experiences,” personalized talent strategies, and career paths that encourage lateral and upward moves make the difference.
"Accenture Strategy research shows that high performers undertake 30 to 50 percent more change, at a faster pace, than their lower-performing peers."
Authors
Peter Hansen
Managing Director – Accenture Strategy,Communications, Media & Technology
Christian J. Kelly
Managing Director – Accenture Strategy,Communications, Media & Technology
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