Data supporting analysis Theme...

Data supporting analysis
Theme	Quotations on value creation innovation in BM
Acquiring and developing new capabilities
The demand for new digital skills and knowledge	Data is what can change dramatically business holders and as a consequence, all the other services […] The other key component is of course cloud
	We need to have large teams who can understand how SAP, or Google, or Apple, or Hybris, or Adobe are operating and how their software platforms are developing because we basically need to advise and install those platforms in many of our clients' companies
	We are buying, acquiring, partnering, hiring super many skills at a faster pace than our competitors, which must mean that we are both an attractive place to platform onto and we are good at platforming demand force
The priority of attracting digital talents	If you want to connect your abilities with other people who are just as passionate then I think our platform is super, super … Basically I think our advantage is we are a super open, agile, adaptable platform for other, let's call it business advisor applications to log onto
	We start seeing HR departments coming to us with key issues on people, competencies, and organization changes that are required to support the digital transformation
	[…] is the difficulty to attract talent, specifically multidisciplinary talent that is required to support the digital transformation process
	So, the first, I'd say, change that we are facing, that we have been facing in the last years and we see as a key challenge also for the coming years, is the setting up of new skills and the attraction of new talent
	We are […] hiring super many skills at a faster pace than our competitors
The priority of retaining digital talents	Of course, we need to continually keep our people skilled and sometimes I think that times are good now to have the artificial intelligence story coming into our business, so I think that more and more it will be present
	We are introducing also senior profiles that with specific competencies […] Because they want the cutting-edge technology, they want to work with cutting edge solutions. It's a really … there is no other way
	It's rather who is best at attracting talent and creating environments that these people will work and develop in
	With the younger generation, they do not see a clear purpose… does not mean necessarily being well-paid. To be something they're interested in, they find the purpose […] If not they will jump from one job to another like jumping from one Uber car to another
	We have created those paths to make our career more being to those people. Because those are talents that we need in the market.
Merger and acquisition as a main recruiting tool	We need to identify some startups, especially in the market place to fill the gap that we possibly have in terms of skills and competencies
	We try to compliment the weakest part, either for partnership or for acquisition consideration of other players
	I see more often a company is acquiring companies than partnering with other small ones
	They buy capabilities, they buy skills. They buy ability to fulfill specific tasks. This was very common in the digital marketing domain, so many clients are already somehow used to buy-to-acquire some capabilities from outside
	We rapidly buy up companies or hire people. Our turn I think, 25% of all our employees are new every year
	When we buy a company we basically only buy people. There are no assets
	We also push a lot on specific acquisition in the market, in all the different spaces I mentioned
	Historically we're not very used to acquiring startups, small companies or niche boutiques. Now we do, the reason we do …like three or four acquisitions in the digital transformation space
Leveraging on networks to enhance digital capabilities
Global reach	The opportunity is also to become a recognized brand in the digital area
	Our capability to leverage in our network and comfort of expertise, which we have in Germany, U.S., Australia, all over the world, is a key strength for bringing new solutions and anticipating the changing needs that we've seen somewhere else
	The geographical coverage that we can offer to our client
	And we really exploit this global network of digital experts. […] we can easily leverage for our clients these big networks, so I can really take IDMP Guru from US, work equally in Italy with a very … in a very busy way because of this way of collaborating
	Our company, […] has the privilege, the leverage, the relationship and the entry point that we have with the client in the past
Cross-industry reach	Our approach to digital is not simply technological. We are able to put together tax services, management consulting services, technology services, digital services, even insurance services
Cross-industry reach	We can bring together into the digital transformation team also the knowledge of the industry
Global integrator	We are probably the only one combining different aspects of digital transformation having experienced agency, mobility and IoT platform, and the data analytics and artificial intelligence components, all in the same organization. So, in terms of positioning […] we are probably much more well-positioned than competitors
	The ability … and this is what we see, what our customer like, is when you're able to bring together complementary expertise that will range from legal or fiscal technology, IT, and business into a single framework of support, and complex project transformation
	Puts together people coming from the advertising and communication world, working together with people from the user experience world, and working together with people coming from the development of software, and business consultants. So we have four different type of business, grouping together into the very same service line
	We find out that there are companies who are super good at user design or front-end design or […] AI or […] cyber risk […] then we are very good at connecting with those capabilities and basically hire, buy or partner with them, which means that they will now start to use their abilities for our customers, our business connections, our systems, et cetera
New processes
Platform oriented	The other key component is of course cloud
	Today we actually go out and install platforms and change the organizations and drive our customers' customers onto our platforms
	We are both affecting and being affected by digital platforms
	The processes now are very much related to choices and configurations of platforms
	You could almost maybe compare us to Amazon as a platform, in the sense that the gravity force of our company is so big that people want to play on our platform, as a platform for applying what they are really passionate about
	We are probably the only one combining different aspects of digital transformation, having experience in agency, mobility and IoT platform
	The concept of platform, partnership, supplier, client is very dynamic and it's by strategy and opportunity
Open innovation and Co-creation	Innovation means something, if you, as a company, interact with an ecosystem of other actors
	They say is that the player moving towards more acquisition, the other moving towards partnership, but the point is, the effectiveness of the result will depend on the ability to create a co-system, and to complement your special boutique vertical expertise with other partners
	So I think that the open innovation concept will be more and more relevant
	There is a clear room for new, I would say, consulting methodologies, inspired by this design-thinking approach, co-creation approach
	At the beginning I remember we were very self-sufficient somehow. Now it is much more common that you go to the market and you work with a client, you co-create something with him
	I think that probably we shall see the entrance of some innovative consulting models, such as crowd-sourcing of experts
Cross-functional focus and end-to-end solutions	Much more focus on cross-functional projects. […] We're into changing things, as I said our focus is from a service offering towards a solution industry offering cross functional
	Is a sort of matrix, so customers, they're not always asking for the big transformation process. There are still a lot of projects on IT costing, IT governance. I put IT as an example on… on IT skill competencies that are vertical […]. The difference is the ability to bring vertical expertise into a single offering, but not to cut the single vertical expertise
	I would say end-to-end approach because we are putting together two different angles
	We need to understand, let's say, four to five dominant, global platforms that cover most of the end-to-end processes in a company and that's kind of the value chain perspective of it
Managing and integrating digital culture with different cultures in global virtual teams	You're an engineer, you wear shorts every day, you wear Hemi shoes, and you are used to perceive the Big Four as the guy wearing shoes every day, wearing a tie, talking just about finance and all this […] we have censors, or with hammers or whatever
	And on the other side, we are trying to take this startup spirit, if you want, inside the company
	Ethnography, just to give you an example, or sociology or design, or even aesthetics, are equally important
	When we buy a company we basically only buy people. […] but if we do not set up an integration process that makes sure that people do not walk screaming out the door once they're inside the big machine, then we have lost the equity that we bought
	The digital transformation requires a combination of skills that comes from the technology, the business, and the design background. […] We completely understand that we are managing people and respecting the different cultures will result in a better value also for our clients
	We'll be able to work in different ways, not always being on-site and doing this almost physical, manual labour collecting data, being present with the client. I think we will work a bit more network-based and globally-based, based on the tendencies that are much more modular and can work, called a click-and-collect, based on new […] platforms
New partners as ecosystem members
Actors in the ecosystem	Like universities, or labs, and startups and providers …so the way you manage those components, those articles, and the ecosystem as a whole, is extremely important of course
	We do not even differentiate any more between partners, competitors, suppliers and clients. I have other big companies that… on some occasions I have a client events work week. I have several attempts because we pitch to the same clients, sometimes we go together with the client, sometimes we compete, sometimes we give partnerships with more than one competitor that won
	So, leveraging the ecosystem and involving specialized new companies, startups, scale-up companies, together with traditional MC company
	Now it is much more common that you go to the market and you work with a client, you co-create something with him, and they say, why do not we consider this startup as part of the solution of the problem we are working on. So, I think that the open innovation concept will be more and more relevant. At Accenture, for instance, we are working with different partners at this moment to observe what's there in the market in terms of startup or scale-up, and we are injecting this also as a cultural change in our people. On one side we are partnering the ecosystem both with vendors and startups or scale-ups, to complement our services for our clients, and on the other side, we are trying to take this startup spirit if you want, inside the company
Dynamics in the ecosystem	The concept of platform, partnership, supplier, client is very dynamic and it's by strategy and opportunity, if it makes sense in the long run and you want to acquire it, fine. If it does not, just choose a business by itself. We are not in the position any more to say: I'm not doing this business with them, because they are our competitors, now we are working. Everybody is teaming up with everybody, because the client wants something that on a stand-alone basis we are not able to provide
	Our capability to leverage in our network and comfort of expertise, which we have in Germany, U.S., Australia, all over the world, is a key strength for bringing new solution and anticipating the changing needs that we've seen somewhere else
	We can better understand what kind of new company, the existing company, we can integrate into our offering, and that this is also important for our need for speed
	Partnering this time requires … Brings too much complexity into the services that are to be delivered to a client. So, I see more often a company is acquiring companies than partnering with other small ones
The orchestrating role of MCFs in the ecosystem
Innovation in the ecosystem	Like universities, or labs, and startups and providers… so the way you manage those components, those articles, and the ecosystem as a whole is extremely important of course. This is called open innovation and we believe that digital has to go hand in hand with open innovation. But in the respect I have just mentioned, open innovation as an ecosystem
	I mean, landscaping is not yet clear… they say is that the player moving towards more acquisition, the other moving towards partnership, but the point is, the effectiveness of the result will depend on the ability to create an ecosystem, and to complement your special boutique vertical expertise with other partners
	I think that first we'll see, how can I say, the ecosystem will start playing an important role and so we'll see appearing dynamic alliances, if you want, between certain players, maybe specialized startups, okay. companies
	Yes, I think that thanks to this digital opening, I think that more and more the ecosystem, as I mentioned at the beginning, is becoming relevant and important
	Today it's very, very difficult to be able to do the end-to-end solution that you were mentioning before. To get the end-to-end solution you need to do it with somebody else. Every time by opportunity you decide whether it makes sense to do it in a different form
	And I actually do not think a lot of our competitors are, but we are very modular network-based, quite a flat, decentralized organization
Positioning in the ecosystem	You do exactly the same thing from a wider and high-end strategy perspective, from a company perspective. Okay, so any time you want to join with another player to reach space in the market, to be sharing the market, you decide by opportunity whether it makes sense in a position, what it makes sense partnership, what it makes sense the classic …platform, that the quality has been teaching us in the last few years
Positioning in the ecosystem	The processes now are very much related to choices and configurations of platforms. We believe that if we stick with a solid analysis and understanding of the client's true needs and advising them on the pros and cons of these, you can say, competing platforms then we can maintain our position as independent advisors. That's at least the position
Role of MC in the ecosystem	Complemented of course with some boutiques that have very vertical solutions. There will be a shuffle with more players for sure. More vertical solutions that the role of the main consulting companies will change to include, rather than compete with, those new entrants, either by partnerships or by acquisition
	Because they will need to manage a higher number of providers to do what they need. Whereas, one of the main benefits of using the consulting companies is the ability to concentrate a big chunk of services into one or a few companies that can provide that, right?
	It was basically, we are not trying to steal any know-how and become, let's say, a competitive player of our partner. We can really play a complementary role, and that's why we believe that we have a strong point here on the ability to attract complementary partners, and then some of our system…competitors for instance
	I would say that the rating, again, the services into our service portfolio, is a key because clients are always looking for an end-to-end solution. So, they would prefer to have a single company providing and being able to support them from the initial need to the delivery and the management of the services they are looking for. So, the integration with existing services is another key change for the future

Data supporting analysis
Theme	Quotations on value creation innovation in BM
Acquiring and developing new capabilities
The demand for new digital skills and knowledge	Data is what can change dramatically business holders and as a consequence, all the other services […] The other key component is of course cloud
	We need to have large teams who can understand how SAP, or Google, or Apple, or Hybris, or Adobe are operating and how their software platforms are developing because we basically need to advise and install those platforms in many of our clients' companies
	We are buying, acquiring, partnering, hiring super many skills at a faster pace than our competitors, which must mean that we are both an attractive place to platform onto and we are good at platforming demand force
The priority of attracting digital talents	If you want to connect your abilities with other people who are just as passionate then I think our platform is super, super … Basically I think our advantage is we are a super open, agile, adaptable platform for other, let's call it business advisor applications to log onto
	We start seeing HR departments coming to us with key issues on people, competencies, and organization changes that are required to support the digital transformation
	[…] is the difficulty to attract talent, specifically multidisciplinary talent that is required to support the digital transformation process
	So, the first, I'd say, change that we are facing, that we have been facing in the last years and we see as a key challenge also for the coming years, is the setting up of new skills and the attraction of new talent
	We are […] hiring super many skills at a faster pace than our competitors
The priority of retaining digital talents	Of course, we need to continually keep our people skilled and sometimes I think that times are good now to have the artificial intelligence story coming into our business, so I think that more and more it will be present
	We are introducing also senior profiles that with specific competencies […] Because they want the cutting-edge technology, they want to work with cutting edge solutions. It's a really … there is no other way
	It's rather who is best at attracting talent and creating environments that these people will work and develop in
	With the younger generation, they do not see a clear purpose… does not mean necessarily being well-paid. To be something they're interested in, they find the purpose […] If not they will jump from one job to another like jumping from one Uber car to another
	We have created those paths to make our career more being to those people. Because those are talents that we need in the market.
Merger and acquisition as a main recruiting tool	We need to identify some startups, especially in the market place to fill the gap that we possibly have in terms of skills and competencies
	We try to compliment the weakest part, either for partnership or for acquisition consideration of other players
	I see more often a company is acquiring companies than partnering with other small ones
	They buy capabilities, they buy skills. They buy ability to fulfill specific tasks. This was very common in the digital marketing domain, so many clients are already somehow used to buy-to-acquire some capabilities from outside
	We rapidly buy up companies or hire people. Our turn I think, 25% of all our employees are new every year
	When we buy a company we basically only buy people. There are no assets
	We also push a lot on specific acquisition in the market, in all the different spaces I mentioned
	Historically we're not very used to acquiring startups, small companies or niche boutiques. Now we do, the reason we do …like three or four acquisitions in the digital transformation space
Leveraging on networks to enhance digital capabilities
Global reach	The opportunity is also to become a recognized brand in the digital area
	Our capability to leverage in our network and comfort of expertise, which we have in Germany, U.S., Australia, all over the world, is a key strength for bringing new solutions and anticipating the changing needs that we've seen somewhere else
	The geographical coverage that we can offer to our client
	And we really exploit this global network of digital experts. […] we can easily leverage for our clients these big networks, so I can really take IDMP Guru from US, work equally in Italy with a very … in a very busy way because of this way of collaborating
	Our company, […] has the privilege, the leverage, the relationship and the entry point that we have with the client in the past
Cross-industry reach	Our approach to digital is not simply technological. We are able to put together tax services, management consulting services, technology services, digital services, even insurance services
Cross-industry reach	We can bring together into the digital transformation team also the knowledge of the industry
Global integrator	We are probably the only one combining different aspects of digital transformation having experienced agency, mobility and IoT platform, and the data analytics and artificial intelligence components, all in the same organization. So, in terms of positioning […] we are probably much more well-positioned than competitors
	The ability … and this is what we see, what our customer like, is when you're able to bring together complementary expertise that will range from legal or fiscal technology, IT, and business into a single framework of support, and complex project transformation
	Puts together people coming from the advertising and communication world, working together with people from the user experience world, and working together with people coming from the development of software, and business consultants. So we have four different type of business, grouping together into the very same service line
	We find out that there are companies who are super good at user design or front-end design or […] AI or […] cyber risk […] then we are very good at connecting with those capabilities and basically hire, buy or partner with them, which means that they will now start to use their abilities for our customers, our business connections, our systems, et cetera
New processes
Platform oriented	The other key component is of course cloud
	Today we actually go out and install platforms and change the organizations and drive our customers' customers onto our platforms
	We are both affecting and being affected by digital platforms
	The processes now are very much related to choices and configurations of platforms
	You could almost maybe compare us to Amazon as a platform, in the sense that the gravity force of our company is so big that people want to play on our platform, as a platform for applying what they are really passionate about
	We are probably the only one combining different aspects of digital transformation, having experience in agency, mobility and IoT platform
	The concept of platform, partnership, supplier, client is very dynamic and it's by strategy and opportunity
Open innovation and Co-creation	Innovation means something, if you, as a company, interact with an ecosystem of other actors
	They say is that the player moving towards more acquisition, the other moving towards partnership, but the point is, the effectiveness of the result will depend on the ability to create a co-system, and to complement your special boutique vertical expertise with other partners
	So I think that the open innovation concept will be more and more relevant
	There is a clear room for new, I would say, consulting methodologies, inspired by this design-thinking approach, co-creation approach
	At the beginning I remember we were very self-sufficient somehow. Now it is much more common that you go to the market and you work with a client, you co-create something with him
	I think that probably we shall see the entrance of some innovative consulting models, such as crowd-sourcing of experts
Cross-functional focus and end-to-end solutions	Much more focus on cross-functional projects. […] We're into changing things, as I said our focus is from a service offering towards a solution industry offering cross functional
	Is a sort of matrix, so customers, they're not always asking for the big transformation process. There are still a lot of projects on IT costing, IT governance. I put IT as an example on… on IT skill competencies that are vertical […]. The difference is the ability to bring vertical expertise into a single offering, but not to cut the single vertical expertise
	I would say end-to-end approach because we are putting together two different angles
	We need to understand, let's say, four to five dominant, global platforms that cover most of the end-to-end processes in a company and that's kind of the value chain perspective of it
Managing and integrating digital culture with different cultures in global virtual teams	You're an engineer, you wear shorts every day, you wear Hemi shoes, and you are used to perceive the Big Four as the guy wearing shoes every day, wearing a tie, talking just about finance and all this […] we have censors, or with hammers or whatever
	And on the other side, we are trying to take this startup spirit, if you want, inside the company
	Ethnography, just to give you an example, or sociology or design, or even aesthetics, are equally important
	When we buy a company we basically only buy people. […] but if we do not set up an integration process that makes sure that people do not walk screaming out the door once they're inside the big machine, then we have lost the equity that we bought
	The digital transformation requires a combination of skills that comes from the technology, the business, and the design background. […] We completely understand that we are managing people and respecting the different cultures will result in a better value also for our clients
	We'll be able to work in different ways, not always being on-site and doing this almost physical, manual labour collecting data, being present with the client. I think we will work a bit more network-based and globally-based, based on the tendencies that are much more modular and can work, called a click-and-collect, based on new […] platforms
New partners as ecosystem members
Actors in the ecosystem	Like universities, or labs, and startups and providers …so the way you manage those components, those articles, and the ecosystem as a whole, is extremely important of course
	We do not even differentiate any more between partners, competitors, suppliers and clients. I have other big companies that… on some occasions I have a client events work week. I have several attempts because we pitch to the same clients, sometimes we go together with the client, sometimes we compete, sometimes we give partnerships with more than one competitor that won
	So, leveraging the ecosystem and involving specialized new companies, startups, scale-up companies, together with traditional MC company
	Now it is much more common that you go to the market and you work with a client, you co-create something with him, and they say, why do not we consider this startup as part of the solution of the problem we are working on. So, I think that the open innovation concept will be more and more relevant. At Accenture, for instance, we are working with different partners at this moment to observe what's there in the market in terms of startup or scale-up, and we are injecting this also as a cultural change in our people. On one side we are partnering the ecosystem both with vendors and startups or scale-ups, to complement our services for our clients, and on the other side, we are trying to take this startup spirit if you want, inside the company
Dynamics in the ecosystem	The concept of platform, partnership, supplier, client is very dynamic and it's by strategy and opportunity, if it makes sense in the long run and you want to acquire it, fine. If it does not, just choose a business by itself. We are not in the position any more to say: I'm not doing this business with them, because they are our competitors, now we are working. Everybody is teaming up with everybody, because the client wants something that on a stand-alone basis we are not able to provide
	Our capability to leverage in our network and comfort of expertise, which we have in Germany, U.S., Australia, all over the world, is a key strength for bringing new solution and anticipating the changing needs that we've seen somewhere else
	We can better understand what kind of new company, the existing company, we can integrate into our offering, and that this is also important for our need for speed
	Partnering this time requires … Brings too much complexity into the services that are to be delivered to a client. So, I see more often a company is acquiring companies than partnering with other small ones
The orchestrating role of MCFs in the ecosystem
Innovation in the ecosystem	Like universities, or labs, and startups and providers… so the way you manage those components, those articles, and the ecosystem as a whole is extremely important of course. This is called open innovation and we believe that digital has to go hand in hand with open innovation. But in the respect I have just mentioned, open innovation as an ecosystem
	I mean, landscaping is not yet clear… they say is that the player moving towards more acquisition, the other moving towards partnership, but the point is, the effectiveness of the result will depend on the ability to create an ecosystem, and to complement your special boutique vertical expertise with other partners
	I think that first we'll see, how can I say, the ecosystem will start playing an important role and so we'll see appearing dynamic alliances, if you want, between certain players, maybe specialized startups, okay. companies
	Yes, I think that thanks to this digital opening, I think that more and more the ecosystem, as I mentioned at the beginning, is becoming relevant and important
	Today it's very, very difficult to be able to do the end-to-end solution that you were mentioning before. To get the end-to-end solution you need to do it with somebody else. Every time by opportunity you decide whether it makes sense to do it in a different form
	And I actually do not think a lot of our competitors are, but we are very modular network-based, quite a flat, decentralized organization
Positioning in the ecosystem	You do exactly the same thing from a wider and high-end strategy perspective, from a company perspective. Okay, so any time you want to join with another player to reach space in the market, to be sharing the market, you decide by opportunity whether it makes sense in a position, what it makes sense partnership, what it makes sense the classic …platform, that the quality has been teaching us in the last few years
Positioning in the ecosystem	The processes now are very much related to choices and configurations of platforms. We believe that if we stick with a solid analysis and understanding of the client's true needs and advising them on the pros and cons of these, you can say, competing platforms then we can maintain our position as independent advisors. That's at least the position
Role of MC in the ecosystem	Complemented of course with some boutiques that have very vertical solutions. There will be a shuffle with more players for sure. More vertical solutions that the role of the main consulting companies will change to include, rather than compete with, those new entrants, either by partnerships or by acquisition
	Because they will need to manage a higher number of providers to do what they need. Whereas, one of the main benefits of using the consulting companies is the ability to concentrate a big chunk of services into one or a few companies that can provide that, right?
	It was basically, we are not trying to steal any know-how and become, let's say, a competitive player of our partner. We can really play a complementary role, and that's why we believe that we have a strong point here on the ability to attract complementary partners, and then some of our system…competitors for instance
	I would say that the rating, again, the services into our service portfolio, is a key because clients are always looking for an end-to-end solution. So, they would prefer to have a single company providing and being able to support them from the initial need to the delivery and the management of the services they are looking for. So, the integration with existing services is another key change for the future

[ViewLarge]

Sharing Unavailable