The rapid and sophisticated evolution of software and cloud-based platforms has transformed products and services in nearly every industry. As innovative technologies like artificial intelligence and the Internet of Things become a part of people’s everyday lives, new challenges and questions arise for the tech companies building solutions. Who is responsible for educating consumers and building trust? How does vision become reality?
At Strategy&, we believe that dreaming big is important — as long as those dreams are pulled down to earth. We assist tech clients by embedding our strategy capabilities with frontline teams across PwC to transform perspective into pragmatism and ambition into action. The result? Strategy that enables disruption and works in the real world for years to come.
What role should technology companies play in managing the way innovations are perceived by society at large—for example, the effect of AI on hiring or the impact of autonomous cars on mobility? How can these companies continue to advance technology while mitigating the hyped or real risks of innovation?
After several years of declines in its legacy businesses, a technology company entered the virtual reality (VR) market with a new innovative product. To help the leadership navigate its strategy forward, Strategy& assessed the client’s key capabilities and the overall VR market. Based on our analysis and our unique capabilities-driven strategy+growth framework, we developed alternative “ways to play” for the client in the VR market and mapped potential industry evolution scenarios. We then helped the client choose a path forward by assessing each way to play in the context of the evolution scenarios and their capabilities.
A large multinational electronics company wanted to leverage its mobility products to develop solutions for the $927 billion logistics industry. Using our market assessment approach, we characterised the different subsection of the logistics industry and prioritised four industry sub-sectors. Applying our capabilities-driven strategy+growth framework, we defined potential “ways to play” across the sub-sectors and identified differentiating capabilities for each way to play. Through tailored workshops with the leadership team, we determined which way to play and developed specific recommendations—including identifying and ranking potential acquisition targets. This resulted in expected revenue growth of $1 billion over three years.
After significant growth, a software company was seeing rising costs and falling revenue. Strategy& assessed the current state of operations, strategic goals, and differentiating capabilities to understand operational pain points and recommend a plan for scaling up. Using our Fit for Growth (FFG) methodology, we suggested operational improvements to drive productivity for continuous growth. We also identified nearly $35 million in target cost and productivity savings. And we launched a FFG programme office to pursue trackable benefits across six initiatives (cost savings and new capability building), while embedding a culture of continuous improvement and metrics accountability across the enterprise. In three years, the company is expected to increase revenue from $500 million to $1 billion and see a 20 percent operating margin.
A large technology company wanted to transform its HR function to build key capabilities and better enable business partnerships. Strategy& assessed the organisation and developed recommendations for the future state operating model, alignment of work, and changes in roles and processes in order to maximise efficiency and generate cost savings for reinvestment. We also conducted deep dives into a few core process areas in order to define the future state vision and implications on the operating model as well as organisational structure. As a result of our work, the company prioritised critical capabilities and aligned incremental investment in workforce planning, analytics, learning and development, and talent; the global HR operating model was rationalised across business units and geographies; and transactional work was reduced by increasing use of shared services.
A large technology company faced several strategic challenges that led to market share erosion and flat to declining financials. Strategy& assisted the client in assessing a more efficient operating model and cost structure, and identifying key capabilities to retain its competitiveness. We applied our Fit for Growth framework to help the client diagnose its current state issues, inefficiencies, and capability gaps. We then advised the leadership on a streamlined organisational model with more shared functions, new innovation and product management capabilities with clarified roles and responsibilities, and a workforce strategy that lowered the total workforce cost while addressing talent gaps in key growth areas. As a result of our work, the client reduced its operating cost by more than $1.6 billion.