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& >
As Amazon and Walmart disrupt the grocery industry, smart retailers can compete by plying their wares in a technologically enabled way.
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.
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The marketing giants have begun to integrate their operations in response to the pressures from clients and the external market. Here we detail the pros and cons of the four potential next-generation operating models, and offer guidance on determining the best-fit model.
In the next manufacturing revolution, spurred on by technologies that reinvent the way a factory can create products, manufacturers in all industries will find themselves in a race to efficiently produce products at the point of demand and to deliver these items when their customers want them.
A call for advanced 21st-century networks of roads, airports, shipping facilities, train routes, and public transportation is resounding in cities, small communities, and rural areas alike. We must embrace new methods and new technologies if we are to build and operate transport systems that deliver these goals.
In the past, companies evaluated whether to make components and parts themselves or buy them from suppliers by determining the total cost of ownership. But in today’s business environment, the “as-is” method of viewing a business through current marketplace conditions, requirements, and supply chain availability is no longer sufficient.
From the mainframe to the mini to the PC to the smartphone, our computing devices just keep getting smaller, faster, and cheaper.
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.
This report highlights seven common challenges that occur when a company tries to break down silos, and best practices for overcoming each of these challenges so that you can build and empower cross-functional teams.
The shift to the industrial Internet is rapidly gathering steam, yet most of the focus has been on making connected products and services for customers. Much less attention has been paid to how and to what degree the industrial Internet will transform companies’ internal operations. If companies are to take full advantage of the great promise of the industrial Internet, they must develop an overall strategy for how to go about it, and then gain a full understanding of the ecosystem of solutions emerging around each of the four areas.
The concept of Procurement 4.0 has emerged as a reflection of the effects of Industry 4.0’s cutting-edge technologies and data management on strategic and operational procurement. In industries across the board, companies need to consider the way digital innovation will disrupt not only the way their organizations work today, but the entire value proposition of procurement to their suppliers, customers, and internal process partners. In this report we offer a framework for adapting to the organizational changes that a 21st-century approach to procurement will require.
With a daunting set of pressures on sales margins and effectiveness at work today, most companies need to re-think their sales operations around a new model. The next-generation sales force is organized around customer data. What sets a sales force apart from its competitors is not the data on its own, however, but the ability to analyze it and re-imagine its uses.
The 2015 PwC's Strategy& study of connected car technologies shows innovation racing ahead as auto makers unveil new digital services and autonomous driving features. Over the next five years, the connected car could disrupt the entire automotive ecosystem. Already auto makers are taking on new roles as providers of mobility services, while major technology companies are staking their own claims to the connected car and autonomous driving markets.
The study ranks the 50 largest publicly held business-to-business suppliers of digitization-related products, services, and infrastructure. This year, cloud computing, digital fabrication, and the "Internet of things" are transforming how companies build and manage their IT. Industry leaders at the forefront of these trends have already gained a competitive edge.
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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.
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