From start-up to legendary, the companies of Silicon Valley change the world every day. They innovate at lightning speed. Push boundaries. And address complex issues: Are business processes scalable? Can the organization adjust to a rapidly changing business environment? How should it attract and retain the best talent? Is the company customer centric? Where do alliances and acquisitions fit within the growth strategy?
These are questions every technology company wrestles with at one time or another—and these issues are deeply familiar to the 1,450 professionals from our Silicon Valley Practice. Our people help execute the business transformations that drive value and competitive advantage for companies large and small.
Within these pages, we invite you to see how. Spend a few minutes on the site, meet some of our people and hear how they help innovative leaders define and execute their strategies. And if you’re thinking of your own business vision, know that we have the capability and drive to help you achieve it. We are ready, now.
Big Data isn’t IT. It’s a new way of doing business driven by data-based decision- making. The concept isn’t new. But the massive enterprise-generated and third-party data sets are new, along with the sophisticated tools to organize, manage and analyze them. Big Data can deliver “intelligence at the moment” insights derived from fast-moving data sets that inform split-second strategy decisions, spur innovation, inspire new products and more. Leading companies using big data today start small, with targeted pilot programs to quickly demonstrate effectiveness and focus future investments.
Agile companies are seizing opportunities to leverage the cloud to create innovative new services and business models that enhance time to market, create operational efficiencies and new ways of engaging customers. Cloud services like Infrastructure-as-a-Service (IaaS), Software-as-a-Service (SasS), Platform-as-a-Service (PaaS) and Business Process-as-a-Service (BPaaS) are more than technology delivery paradigms. Whether an enterprise is thinking of consuming or offering cloud services, these services represent new levels of the Connected Experience across customer, supplier, partner and employee relationships – and they impact enterprises across corporate strategy, finance, operations, governance, culture and technology.
The most customer-centric companies go beyond reactive listening. Instead, they anticipate customer expectations at every level, fostering demand through targeted offerings and delighting purchasers with agile, responsive operations. To deliver a connected experience to the customer that drives revenues and provides competitive advantage requires a deep understanding of who customers are and what they want. Companies also need the ability to quickly reconfigure value propositions and processes so that customer interactions from prospect to opportunity and quote to cash are designed and executed in a seamless flow. This takes a purpose-built business process architecture aligned with user experience and multiple enabling technologies across key functions, with new tools and techniques to help forecast and manage customer behavior. Leading companies co-invest in social, mobile, big-data analytics and cloud-based capabilities that can actually redefine how customer value gets created and delivered.
New technologies, determined adversaries and interconnected business ecosystems have combined to increase your company’s exposure to cyberattacks. Critical digital assets are being targeted at an unprecedented rate, and the potential impact has never been greater. Cybersecurity should be viewed as a business imperative to protect competitive advantage and shareholder value.
M&A is one of the quickest paths to creating value, but it’s not the surest. Deals are intricate and laden with risk—and tremendous potential. Valuations are complicated by lack of clarity on cash flows, complex accounting rules and tax legislation. Integrations are difficult to execute. So how can you be confident that your deal will deliver on its promise? Successful dealmakers see both the minute details and the big picture. They have a clear and focused M&A strategy, and when it’s time to execute, they consider the value drivers and risks broadly across all aspects of the business.
Fraud. Corruption. Cybercrime. Regulatory investigations. Financial misrepresentation. Intellectual property disputes. These threats to a company’s brand and bottom line are all too real and should be confronted head-on. While no company wants to find itself in any of these situations, ignorance is not bliss. Thorough examination of the threats to your organization's viability can provide you with the protection you need to build a sustainable operation and safeguard your brand.
The extraordinary pace of change in today’s business environment is driving companies to rethink their strategies in fundamental ways. Every leader is planning for growth, but not all will achieve it. How do you translate strategy into action, innovation and results? Consistent growth companies recognize that setting strategy is no longer a top-down process. Instead they set clear, cross-disciplinary objectives; leverage analytics to reduce planning cycle time; and foster innovation in their culture, technologies and metrics.
Today's evolving business environment continues to be impacted by complexity. Given this change in the business environment the expectation of Internal Audit (IA) continues to rise. Management and boards are unlocking the value that a strong, progressive IA function can deliver. IA has the ability to help protect the interests of its stakeholders and help a company defend against a wide range of risks. In many cases we have seen a direct correlation between shareholder value and high performing IA functions. It is critical, now more than ever, that Internal Audit is included as part of a strong risk management capability in order to anticipate and mitigate potential risks. An objective Internal Audit function has never been more valuable, providing management with an added line of defense to meet regulatory requirements, and helping to address current and future risks.
Reaching the goal of profitable growth depends on how a company innovates, and how it develops and delivers value-added products and services to its customers. In an evolving ecosystem of business, markets and technology— e.g., globalization, Moore’s law, big data, convergence, mobile, cloud— leading companies master the art of executing in the core. They deliver on time, on target and on budget. These companies know how to harness the power of market disruptions, relying on product innovation and development engines to deliver on the company’s profit, growth and market share agendas.
Strategic resilience prepares your organization to thrive amid change and survive amid crisis. It is not just sound risk management, effective crisis management or having a business continuity plan in place. It’s fostering a flexible cultural approach that adapts to changed and changing circumstances and embraces performance and productivity, even in the face of adversity. Resilient organizations think beyond protection, survival or bouncing back. They plan to thrive and move forward. They recognize, embrace, and rapidly and effectively adapt to changes and the resulting risks.
First, social media transformed how we live. Now it’s transforming the way organizations operate every day. Emerging digital technologies—and the changes they’ve brought about—are so new that many organizations aren’t sure how to use them strategically. But that’s no excuse for being behind the curve. Leading companies integrate mobile-enabled social media into their interactions with all stakeholders, particularly customers and employees. Just as powerfully, they integrate the collaborative power of social technologies into their business processes to become more agile and responsive at every level.
Shifting, volatile market demand and ever-increasing customer expectations make supply chain management challenging. Add to that sudden resource shortages, natural disasters and political instability, and it’s downright difficult. As a result, organizations are rethinking supply chain performance goals and strategy. Leading companies view their supply chain as a strategic asset. They shun a one-size-fits-all model, align supply chains with customer needs and meet the challenge of an uncertain world with “designed-in” flexibility.
Sustainability is rapidly evolving from a regulatory and transparency issue to a market-driven strategic priority. In response, business leaders and investors want to see more business value generated from corporate sustainability initiatives of all kinds. Companies recognized as leaders use their sustainability strategies to increase revenue and market share through new responsible products, while reducing operating costs and risks through more efficient use of resources. They’re also strengthening their reputation and brand value while using their commitment to a sustainable future to attract and retain talent.
Your talent strategy doesn’t just need to be aligned with your business strategy. It is your business strategy. Talent is how successful organizations power growth, realize ROI, manage risk and enable transformation. New effective talent strategies are helping business leaders identify and retain pivotal talent, keep their pipelines of new talent full, and move the right people to the right growth markets to capitalize on opportunities.
Companies that understand the strategic potential of information technology integrate it into everything they do. But it’s not always easy. Forward-thinking organizations foster strong relationships between IT leadership and fellow C-suite leaders. They plan so that the right resources are available when it counts, regardless of the industry dynamics. They also choose the right advisor, one that understands their industry and business needs as well as the technology itself.
Global economic pressures. Political upheaval. Talent challenges. Innovation mandates. Expectations are that organizations do more with less, and then do some more. This is the environment you compete in, and this is the world we live in. Our advisory capabilities are constantly evolving to give you a competitive advantage. Learn more below.