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Enterprise strategy and value

Accelerate outcomes. Sustain value.

Creating value in changing times

Successful digital transformations focus on the bold outcomes that technologies can enable—ones that address the most complex societal and business problems head-on.

The world is going through unprecedented levels of change, introducing new challenges for organizations. The pandemic, climate, and shifting technologies have pushed companies to reevaluate their place in the world and strategically transform to secure their future. While digital and new technologies continue to reshape industries, systems and software alone are not enough to sustain success. Successful digital transformations focus on the bold outcomes that technologies can enable—ones that address the most complex societal and business problems head-on.

 

How we can help

As your partner in transformation, PwC blurs the line between strategist and technologist, designing and building new models that embed digital at every step. Together, we’ll examine your value chains, identify powerful sources of differentiation and reconstruct your business to focus on what matters most. PwC will engage your whole organization to co-create new ways of working. When people, processes and infrastructure are aligned, your business is primed for a new era of everlasting value.

Growth and Business Model Strategy

Societal and consumer shifts can hamper growth. Through data-driven strategies, our team helps you rapidly test and scale growth concepts, build a reinforcing set of capabilities, and drive sustained growth through uncertainty.

Fit for Growth Solutions

PwC’s Fit for Growth* solutions are proven models for unlocking performance that helps your company manage cost in a more strategic way, allowing you to rapidly cut costs and create value by reconstructing your business model and embedding digital technologies to accelerate outcomes.

*Fit for Growth is a registered service mark of PwC Strategy& LLC in the United States.

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Enterprise Modernization

Transformation must go further than software and systems. Our teams help your organization accelerate your journey towards a more dynamic future. By examining and enhancing your processes, organizational design, and technology infrastructure, we bring focus and flexibility to a tech-enabled transformation.

Enterprise Agility

Uncertainty doesn’t have to get in the way of new value creation. Our Enterprise Agility services help companies scale agile across their business while also leveraging it to reimagine their enterprise customer journeys, product excellence and innovation strategy. By developing the capacity to learn and continuously respond to changing market conditions, we help you drive new growth faster than your competition.

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Create value amid disruption: Stop chasing the disruptors

Make bold decisions now that can shape your future and force other companies to play catch up. By narrowing in on a few key pillars you can reimagine how you work and who you are in the digital era. These pillars stem from the five Cs—what you need to boldly reimagine your business model to create value for the long term. Read more about the five Cs here.

How do the 5 C's present themselves in your industry?

Next in Asset and Wealth Management
  • In response to today’s fee pressure and changing investor preferences, market leaders have been positioning themselves by expanding their product offering, moving into new asset classes and investor segments or building new channels.
  • Investing in data and technology and adopting a digital operating model can help accelerate the transformation of asset and wealth managers. These investments can help strengthen a firm’s value proposition, create better investor experience and expand reach.
  • Cloud can give AWM firms the ability to innovate faster, scale, make data-driven decisions and engage in unique partnerships. By making cloud central to your overall business strategy, cloud can enhance products, services and customer experiences.
  • Winning the battle for talent requires creating diverse, inclusive, flexible and exciting workplaces with internship initiatives, careers with international programs and digital upskilling.

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Next in Auto
  • The auto industry is undergoing its largest transformation since the invention of the assembly line 100 years ago.
  • To meet the depth and breadth of challenges surrounding performance improvement and the need to transform, the auto industry will likely need to pull many levers. This may mean strengthening their traditional legacy business models while, on parallel tracks, developing altogether new ones.
  • There are four critical areas the industry can address to help manage current and future challenges. The four main spheres to address: capabilities, configuration, cloud and data-based technology, and culture.

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Next in Banking and Capital Markets
  • Investors continue to prioritize growth, which could be challenging for banks that aren’t laser-focused on specific market segments or businesses.
  • A new crop of low- and no-code workarounds has emerged that let banks use multiple data sources to help develop an integrated view of how to make each customer touchpoint count.
  • A goal of enterprise digital transformation is to update a bank’s service architecture to enable scalable offerings that can “plug and play” with new capabilities from anywhere, so customers can have the differentiated experiences they want.
  • Cloud and fintech partnerships are becoming essential parts of the banking services delivery strategy, but it requires new computing cores and flexible architecture.

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Next in Consumer Packaged Goods
  • Consumer packaged goods companies have faced daunting challenges in recent years to sustain consistently strong performance. The sector has swung between periods of M&A-driven growth and cost-cutting margin expansion over the last several decades. To succeed in this ever-changing landscape, incumbents need to leverage the advantage of scale while incorporating lessons from nimble new players.
  • Over the next decade, expect significant disruptive forces to transform the future of the CPG sector, from environmental and technological advances to social and human capital developments. Rather than cede control to external economic forces, CPG companies are well-positioned to help steer the future of the industry.
  • By choosing interlocking capabilities that play to your strengths; deploying deals and divestitures strategically; unleashing the power of cloud and data analytics within a robust technology ecosystem; and infusing your culture with a sense of purpose, you can help reposition your business for lasting growth.

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Next in Energy and Utilities
  • The energy and utilities industry has the opportunity to lead the cleaner energy transition by finding ways to balance bold ambitions for the future with very real, present-day obligations. Industry leaders must decide the role their companies should play in this new energy ecosystem, the path to get there and how to bring stakeholders along on the journey.
  • Emerging technologies and cloud-based solutions are playing a crucial role in enabling the energy transition at a lower cost and faster pace. By embracing the cloud for innovation, companies can accelerate progress, engage with customers in new ways and evolve the industry.
  • Within a company’s current culture, there may be some long-established and unspoken codes or behaviors that seemingly work against the energy transition ahead. Culture can evolve and be energized by focusing on a few critical behaviors that can help an organization achieve its strategic and operational objectives.

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Next in Engineering and Construction
  • The global construction output is estimated to grow from $10.2 trillion in 2020 to $15.2 trillion by 2030. This next wave will likely be largely powered by designing, building and operating infrastructure that’s cleaner, smarter and more sustainable — and closely aligned with the transition to clean power and fuel and a universal push for greenhouse gas (GHG) emissions reduction.
  • Societal and corporate drives for greater environmental, social and governance (ESG) progress continue to mount, including increasing expectations that businesses can provide verifiable GHG emissions reporting.
  • There are four major areas of transformation all E&C firms might consider to improve prospects for success as they help build a net zero world.

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Next in Insurance
  • Digital data and integration capabilities that enable access to and understanding of your own data and from third parties to inform management decisions and enable new capabilities.
  • The absolutely vital customer and user-facing systems that support your call centers, customer chat and walk-in locations. They enable carrier representatives to immediately determine client identities and service histories to quickly solve customers’ problems. Moreover, an effective integration layer facilitates quick incorporation of new partners and solutions into your digital capabilities.
  • Cloud, because no insurer needs to—and, more importantly, probably shouldn’t—support its own infrastructure anymore. Those that do risk it being an impediment to operational flexibility. Practically everything in insurance eventually becomes a margin game, with the advantage going to the carriers that can scale effectively, drive out cost and achieve broad price competitiveness. Carriers with adaptable cores that can be quickly configured for new innovations—a key advantage of cloud technology—can achieve this scale faster.

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Next in Pharma
  • As performance pressures mount, investors are taking a closer look at which pharma companies are positioned to win. Pharma leaders can gain competitive advantage by focusing on five key actions.
  • Pharma companies must build differentiated capabilities to outperform competition. Key industry capabilities (e.g., decentralized trials, machine learning at scale) can steer the business forward in a differentiated manner.
  • In the age of “The Great Resignation” and the “war for talent”, having a differentiated culture to attract and retain the right staff will be critical. Building a unique culture that matches your strategic imperatives is critical.
  • Now is the time for Pharma to capitalize on investments like artificial intelligence, automation and cloud, to improve customer satisfaction and operations efficiency.
  • With constantly changing challenges facing pharma companies, it is critical to minimize risk around cybersecurity, regulatory challenges and legal matters in order to preserve value.
  • The time to act is now. Executive teams should ensure they have a game plan for transformation while also protecting the enterprise, in order to create the value patients and shareholders expect.

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Next in Private Equity
  • Private equity firms have traditionally relied on robust industry knowledge and experience to drive returns. But that’s not enough to succeed anymore. To thrive, the next five years, private equity firms should rethink their traditional model to include data and the cloud.
  • For example, many executives spend time refining already-sophisticated business plans, but may lose sight of what’s driving real value creation. That’s where data is critical. Without making data a major part of the strategy, private equity firms can miss straightforward value creation opportunities.
  • To start making data part of daily operations, determine your existing capabilities and improve those. By changing portco data collection, how and what data they analyze, and empowering their workforce to use data, you have the potential to make digitization a major differentiator from competitors and make portcos more attractive on exit.

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Sundar Subramanian

US Strategy& Leader, PwC US

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