未来增长的基石：生态系统.pdf

ECOSYSTEMSMICHAEL LYMAN | RON REF | OLIVER WRIGHTEvery industry is susceptible to disruption by ecosystem playsand those who arent ready are at risk for value degradation. Accentures Disruptability Index, which shows that different industry segments within the same sector may experience varying periods of disruption, found that more than 40 percent of companies across 20 industries are highly susceptible to future disruption. This accounts for a combined enterprise value of US$26 trillion.1Accenture Strategy surveyed 1,252 business leaders from diverse industries across the world to better understand the degree to which companies are capturing ecosystem opportunities. We found companies are pursuing new business models to navigate, or even lead, disruption. When asked what they would typically do to disrupt their industry, 60 percent of executives said, “build ecosystems.” Nearly half have already built or are currently building an ecosystem to respond to disruption.2WHILE EXECUTIVES BELIEVE ECOSYSTEMS ARE IMPORTANT, MOST COMPANIES HAVE YET TO SEIZE THEIR FULL POTENTIAL.of executives surveyed would build ecosystems to disrupt their industry60%2 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMSof business leaders surveyed agree current business models will be unrecognizable in the next 5 yearsecosystems will be the main change agent76%What is an ecosystem?An ecosystem is the network of cross-industry players who work together to define, build and execute market-creating customer and consumer solutions. An ecosystem is defined by the depth and breadth of potential collaboration among a set of players: each can deliver a piece of the consumer solution, or contribute a necessary capability. The power of the ecosystem is that no single player need own or operate all components of the solution, and that the value the ecosystem generates is larger than the combined value each of the players could contribute individually.Its happening now. Retailers use ecosystem partners to go direct to consumers. Rather than a customer assembling new furniture on their own, TaskRabbit will do so inside their home. Healthcare providers partner with rideshare services to get patients to appointments. Ecosystem powerhouse Alibaba connects customers, merchants and companies, making it easy to do business anywhere in the world.Clearly ecosystems are causing tectonic shifts across industries. However, our research found that one in four executives interested in ecosystems are not actively pursuing them.Why? Ecosystems are proving to be winning plays. Enabled by digital platformsecosystems could unlock $100 trillion of value for business and wider society over the next 10 years.33 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMSGREAT STAKES LIMITED PROGRESS Ecosystems are a major source of industry disruption. What are companies waiting for?Companies are forming ecosystems to make major innovation playsdelivering new products and services that grow the customer base and drive expansion into new markets. For instance, Adidas and Siemens are working together to build an intelligent manufacturing plant or “speedfactory” that can create customized shoes fasterand at a lower costthan traditional methods.4Under Armour has always made big bets with big partners. One of our mantras is finding partners who augment our capabilities and can help us grow and scale. That is how we think about our partners in every part of our business, whether it is in the digital landscape, the physical space, or the technology components.5Paul Fipps, Under Armour Chief Technology OfficerAlmost half of executives we surveyed said they are actively seeking ecosystems and new business models.of executives are actively seeking ecosystems and new business models46%4 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMSFigure 1: Ecosystem revenue growth rates targeted and achievedHowever, executives often dont have the experience and capabilities to design and execute market-leading ecosystems. As such, many arent seeing the revenue growth they had predicted from ecosystem participation. While 58 percent of companies targeted a growth rate of 3-4 percent, only 40 percent are achieving it. Just 12 percent of companies are seeing growth of 5 percent or more from ecosystems (see Figure 1).3%Less than 1%TargetSource: Accenture Strategy ecosystems study, 2018.1% 2% 3% 4% 5% or more8%44%58%40%33%12%Achieved5 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMS1. ECOSYSTEM STRATEGY Executives believe that ecosystem participation allows businesses to innovate (63 percent), increase revenue growth (58 percent), access new markets (55 percent) and access new customers (55 percent). Yet companies struggle with their strategic intent and goals for the ecosystem. What is the vision? What are the innovation opportunities? How can the ecosystem disrupt the market? What smart pivots need to happen to cultivate value? Many executives (84 percent) say ecosystems are important to their strategy of disruption, but 37 percent are unable to balance the current business while exploring the new. Ecosystems require new mindsets and resource allocation. say ecosystems are important to their strategy 84%are unable to balance the current business while exploring the new37%Leading executives achieve performance targets and disrupt their industries by focusing on three major pillars as they form ecosystems.6 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMS2. ECOSYSTEM BUSINESS MODEL New business models accounted for just 1-5 percent of 2015 revenues, but are expected to be responsible for 30 percent by 2020.6New business models thrive in an ecosystem. But to cultivate value, companies need a strong ecosystem business model that clearly identifies customers, markets, channels and the revenue model. Only 40 percent of executives ranked their company a “5” on a five-point scale when asked if they have the capability and experience to understand an ecosystem, build the structure and value exchange, measure success and manage relationships (see Figure 2).Figure 2: Forming and managing ecosystemsEcosystems will fail when companies cannot deliver on one of the areas of customers, channels, developers and management of consumer-supplier interests. dont have the capacity to build and manage an ecosystem internallyhave some capacity to build and manage an ecosystem, but lack experience1%22%have the capacity and experience to understand an ecosystem, build the structure and value exchange, measure success, manage relationships, etc.40%7 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMS3. ECOSYSTEM OPERATING MODEL Many business executives are uncomfortable ceding control, which must happen for an ecosystem to be successful. Company leaders must fundamentally shift their mindsetrelinquishing control and allowing others to do what they do best. One area where many keep the reins tight is data. Yet data sharing is essential to sustaining an ecosystem. Half of executives surveyed say they are using platforms to share data and/or information across businesses. Many are concerned about sharing intellectual property data (34 percent) and about cyber security (35 percent). And while many executives (63 percent) say the technology/platform is the most important thing to get right in an ecosystem, nearly half (44 percent) are concerned about sharing company assets and secrets. Proper governance frameworks can ease fears of relinquishing control and can reduce friction among ecosystem participants. Yet only 24 percent of executives surveyed said, “structure governance for ecosystem alignment” ranked in their top three capabilities. of executives are concerned about sharing company assets and secrets44%say that technology is the most important thing to get right in an ecosystem63%8 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMSREADY TO SHIFTBusinesses pursuing disruptive growth through an ecosystem initiative must first get a few things right: make the right plays, find the right partners and think outside of traditional boundaries. PLAY SMARTERMarket plays are at the center of every ecosystem. When ecosystem players combine their functional, technology and industry strengths, and capabilities, they can deliver a unique value proposition to customers. Businesses see the ability to innovate as the top opportunity that ecosystems present. Ecosystem plays deliver transformative experiences. Consider how technology has fundamentally changed grocery shopping. In the United States, the Instacart platform allows shoppers to get their familys food from wherever they wantWhole Foods Market, Costco Wholesale, or even Petco. Uber changed the way people travel, and now, emerging ecosystems will add new services to ride-sharing experiences. Ford and Lyft have plans to develop a fleet of self-driving taxis by 2021.7Ecosystems clearly drive innovation. More than half of companies surveyed say industry innovation is a great threat they face from competitors forming ecosystems. But to innovate together, businesses must know what each brings to the table. Only 38 percent rate their business a “5” on a five-point scale in terms of understanding their strengths and weaknesses and where ecosystem partnerships would be beneficial.of businesses view the ability to innovate as the top opportunity ecosystems present63%say industry innovation is a great threat from competitors forming ecosystems52%9 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMSPARTNER UPThe right partnersand partnership savvyallow a business to successfully collaborate outside of its sphere. Ecosystem leaders master the ability to identify the level of orchestration from ecosystem partners and their level of involvement in product development. They clearly define how data will be shared and how success will be measured. Virtually all companies say they are an attractive ecosystem partner63 percent self-qualify as “attractive” while 32 percent identify as “extremely attractive.” More specifically, 51 percent in banking say they are “extremely attractive” along with 40 percent of those in high tech.Yet businesses lack some of the capabilities needed to sustain effective partnerships. As part of our research, we developed an Ecosystems Capabilities Index ranging from 0 to 100, with 100 as the best possible score. The Index shows the ecosystem capabilities of businesses across six dimensionsstrategy/vision, culture, talent, partnership architect, technology fit and innovation. For each of the capabilities, we determined the percentage of respondents scoring a 4 or 5 on a 5-point scale for all questions within a capability. Individuals responding along those lines felt they have strong ecosystem capabilities. Telecommunications, banking and utilities are the strongest industries for ecosystem capabilities, but there is substantial room for improvement (see Figure 3).Figure 3: Ecosystem capabilities index by industryTotal54465352494948484645423837TelecommunicationsBankingIndustrial EquipmentEnergyTravelInsuranceHealthcare ProvidersSource: Accenture Strategy ecosystems study, 2018.Health Payers (Health Insurance)UtilitiesConsumer Goods (Packaged Goods) and ServicesHigh Technology (Internet, Platform, Software)Life Sciences (Pharmaceuticals/Biotech)Strategy/vision Culture Talent Partnership architect Technology fit Innovation Index010010 | CORNERSTONE OF FUTURE GROWTH: ECOSYSTEMS