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.
Our thought leadership
Digitization is continuously changing the ways companies in industries as diverse as retailing, hospitality, media and entertainment, and technology create value — for themselves and for their customers.
Proximity marketing is emerging as a key strategy for marketers to connect with consumers through their mobile devices. However, an effective strategy depends on marketers simultaneously defining their business goals; designing an effective customer experience; and understanding the technology needed to enable their strategy and realize their goals.
From the mainframe to the mini to the PC to the smartphone, our computing devices just keep getting smaller, faster, and cheaper.
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.
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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.
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