The pervasive adoption of broadband, cloud, and mobile technologies connecting consumers, companies, and governments alike — a process we call digitization — is now in full flood, and it will transform every industry over the next several years. If companies in the high-technology industry are to play a major role in enabling this process, they must transform themselves as well. That means developing the capabilities they will need to help their customers thrive in a fully digital world, while learning how to scale those customer solutions up to entire industries.
This will require technology companies to redefine themselves as a part of a significantly more open and inclusive environment, one that will favor broad ecosystems of partners and collaborators, and to adjust their operations and global supply chains to take account of these new ecosystems.
6 key capabilities for the technology industry from PwC’s Strategy& >
The technology industry is at the center of a continuing wave of digital innovation, and leading the way is a set of five U.S.-based supercompetitors: Alphabet, Amazon, Apple, Facebook, and Microsoft.
As distinctions dissolve among the hardware, software, services, and telecom sectors, companies are changing how they compete.
Our thought leadership
The power and utility industry is witnessing an unprecedented wave of transformational changes. Community solar is one of the more intriguing components of this burgeoning industry. Market players must comprehend how community solar fits into the emerging competitive landscape and figure out how to redefine their operational and marketing strategies.
Competitive pressure is rising in the global wireless telephony industry. Individual operators must examine their cost structures, shedding nonessential activities and investing the savings in new capabilities. Then they must scrutinize their core connectivity businesses to determine where the real value lies.
The business of making, storing, and shipping spare parts has long been a source of difficulties for suppliers of spare parts. The advent of 3D printing, however, is about to change everything. This additive manufacturing technology, will enable suppliers to make and send parts on an on-demand basis.
Financial-services firms will have to start thinking about IT as part of the business, rather than a function. Many high-tech firms and startups are integrating technology capabilities directly into the business, with a model that we call capabilities-driven IT.
It is time for pharmaceutical companies to restructure their operating models. They should build the organization around what we call critical teams - the critical team would be independent but cross-functional. This report offers a detailed framework for implementing a successful critical team strategy.
The amount of digital content created, exchanged, and consumed is growing by the day across the world. The objective of this report is to provide a comprehensive view of the effect of the Internet on content providers and distributers, emerging artists, and consumers in five very different countries.
The SIM card is finally going virtual and the world of telecommunications companies is about to be turned upside down. Consumers will soon be in control, choosing an operator and a price plan and connecting to telecom networks in much the same easy way as with Wi-Fi.
Airlines have to transform their travel distribution model in direct and indirect channels. According to a joint report with Google, they must pursue closer partnerships with channel, content, and technology players. They should enhance internal capabilities to capture the opportunities of the new distribution trends and so become centered on customers in their organizational setup.
Consumer empowerment, integration of healthcare delivery, and new technologies are driving a radical transformation across the healthcare ecosystem. Chief operating officers who respond proactively to these market forces — can differentiate their organizations, deliver far greater value to consumers and providers, and operate much more effectively and profitably.
Digitization is the new lubricant for the future of the oil and gas industry’s upstream sector. With supply and demand mismatched, the need for new efficiencies is urgent. This report examines how digitization can benefit the upstream sector and what companies can do to get around the obstacles to change.
Exploration and production (E&P) companies must increase their productivity - they could benefit from strategic portfolio management, in which analytical tools and a set of clearly defined ongoing meetings are used to identify which assets, programs, and wells E&P companies should invest in.
Executives across industries are executing digital transformations as part of their corporate strategies to better understand customers — and, in the case of life sciences companies, to better understand patients in order to increase patient engagement and develop new go-to-market approaches.
read more technology thought leadership >
How we help our clients
Strategy& has extensive experience with large, international technology corporations, acting as an independent senior advisor on corporate strategy, investment portfolio decisions, and operational improvements. We support our clients with a global team possessing deep expertise in all major technology industry sectors.
read more >
see all >