Technology

We help high-tech companies stay ahead of the curve and scale up.

Enabling disruption

As innovations like cloud computing, machine learning, the Internet of Things, and robotics become increasingly common, technology companies are poised to disrupt nearly every industry. This rapid change and the huge potential for new customers brings great opportunities for the tech sector, but it also brings challenges. At PwC’s Strategy&, we help clients make tough choices about what markets to pursue and what distinct capabilities to build for sustainable growth.

Embrace digitization, grow your business

2017 Technology sector trends

2017 Technology Trends

Our world is changing at an unprecedented pace. Each year, Strategy& looks at the major trends shaping different industries to help you navigate the challenges and seize opportunities.

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.

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How we can help you

Corporate, business, and customer strategy

As digital innovation changes nearly all industries, technology companies have huge opportunities. We help clients identify the capabilities-driven strategies they need to drive growth, serve changing customer needs, develop alliances and partner strategies, and transform their sales operations. Service offerings include:

  • Corporate strategy
  • Business unit strategy
  • Organic growth
  • Portfolio strategy
  • Pricing and profitability
  • Shareholder value strategy
  • Strategic planning
  • Customer growth strategy
  • Customer segmentation
  • Experience strategy
  • Operating model development
  • Value proposition development
  • Sales force strategy and effectiveness
  • Service strategy and revenue growth
  • Marketing strategy and operating model

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Technology strategy

At Strategy&, we have extensive experience helping large organizations—in both the private and public sector—make technology a strategic enabler of business success on a global scale. Service offerings include:

  • Overall digital strategy and transformation
  • Digital customer access and advanced services
  • Digital supply chain
  • Smart manufacturing operations
  • Digital engineering and product development
  • Integrated and agile IT architecture
  • Advanced data analytics and self-learning systems

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Operations strategy

In an uneven business climate, companies need to transform how they operate while creating the capacity to invest in growth. At Strategy&, we help high-tech companies innovate at a faster pace by implementing agile product development processes. We also design and implement operational strategies for more effective global manufacturing and better operation of complex supply chains. Service offerings include:

  • Product development strategy
  • Manufacturing strategy
  • Supply chain strategy

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Organization strategy

Technology companies often have unique cultures that require tailored workforce strategies to manage their fast-changing skillset needs and address retention challenges. We help leaders make the right connections across their organization, aligning their operating models for the digital world to support innovation in product development, customer support, and sales processes. Service offerings include:

  • Cost cutting, restructuring, and renewal
  • Organization design and implementation
  • Shared-services introduction
  • Productivity improvement
  • Program management
  • Process redesign
  • Change management
  • Culture and organizational DNA assessment and alignment

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M&A transformation

PwC’s Strategy& has extensive experience in serving technology companies across the deals continuum. We help companies develop an M&A strategy, identify targets, conduct due diligence, and develop integration strategies to generate value. Service offerings include:

  • Commercial due diligence
  • Technical due diligence
  • Search and screen
  • M&A
  • Restructuring and turnarounds
  • Exit strategy

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Insights

Case studies

How we work with our clients

  • Fit for Growth
  • Business strategy
  • Business strategy
  • Organization strategy
  • Fit for Growth
Business strategy

A software company doubles its revenue in 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 program 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.

Business strategy

A technology company enters the virtual reality market

After several years of declines in its legacy businesses, a technology company entered the virtual reality market with a new innovative product. To help the leadership navigate its strategy forward, Strategy& assessed the client’s key capabilities and the overall virtual reality (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.

Business strategy

A multinational electronics company grows

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 characterized the different subsection of the logistics industry and prioritized 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. In three years, the client is expected to grow its revenue to $1 billion.

People and organization strategy

A large tech company transforms its HR function

A large technology company wanted to transform its HR function to build key capabilities and better enable business partnerships. Strategy& assessed the organization and developed recommendations for the future state operating model, alignment of work, and changes in roles and processes in order to maximize 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 org structure. As a result of our work, the company prioritized critical capabilities and aligned incremental investment in workforce planning, analytics, learning and development, and talent; the global HR operating model was rationalized across business units and geographies; and transactional work was reduced by increasing use of shared services.

Fit for Growth

A technology company cuts costs for long-term growth

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 organizational 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.

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