Not ready for digital disruption? Bad news: Your customers are. And the companies that meet their needs first will gain a competitive advantage difficult for rivals to overcome.
Many chemical companies fail to embrace disruptive new technologies at their peril. In this Outlook Video Viewpoint, Pete Frandina, managing director, Accenture Asset and Operations Services, explains why.
Going digital shouldn’t mean ignoring the physical store. It’s time to repurpose brick-and-mortar assets as a vital part of the seamless customer experience.
Many companies say they have one holistic digital strategy, but the way they approach that strategy is far from unified. And that approach is holding them back.
As forward-looking companies work out what it means to act responsibly with their customers' personal data, they will also integrate this strategy into their core business.
Should governments welcome innovative, low-cost digital startups that challenge established industry players? Or rein them in as dangerous insurgents that put jobs at risk, compromise quality and safety, and reduce tax revenues?
The Industrial Internet of Things will change the basis of competition—redrawing industry boundaries, spawning a new wave of disruptive companies and business models, and redefining value creation.
Real competitive advantage through sustainability. How to get it? Through five “circular” business models that bring you closer to what your customers want. And act as a wellspring of innovation.
The old model of market lifecycles is gone. Today’s market lifecycles are characterized by violent success and then dramatic decline—a shark fin, not a bell curve. Competing requires using digital technology to gain organizational agility, enable innovation and drive profitable growth.
Digital is about cold efficiency and doing away with the human touch. Right? Wrong. Technology is making the work experience—and the workforce—more democratic, more networked, more human.
Not ready for digital disruption? Bad news: Your customers are. And the companies that meet their needs first will gain a competitive advantage difficult for rivals to overcome.
Transforming enterprises by creating flexible and durable operating models that deliver products and services in a consistent way to customers on a global scale.
To compete successfully, companies need to break out and leverage an ecosystem that offers new sources of innovation. How? Enter the bridge-maker—connecting multiple organizations, fueling breakthroughs at scale.
Outlook: Accenture's journal of high-performance business