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PwC
Digital, Data, Disruption in DealsJohn Sviokla, PwCAndrea Fishman, PwCAnand Rao, PwC
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PwC
Deals! Deals! Deals!Warming Economy will Boost 2015 M&A – Wall Street Journal, Jan 16, 2015
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PwC 3
Polling Question: With new technologies providing organizations access to significant amounts of data, this has created a new era of disruption and is impacting organizations in all industries. In which way has this impacted your organization the most?
Volume, Variety, Velocity, and Veracity of Data is driving the ‘Big Data’ Revolution
10%
10%
15%
18%
23%
5%
15%
3%
A. Aqui-hire - (buy companies to gain skills)
B. Organizational change - - new roles , remapping of accountability
C. New techniques (e.g., machine learning), new technologies (e.g. Data), and new skills (e.g., Data Scientist)
D. New focus on data security and risk management / mitigation
E. Improved insights from data and analytics into customer
F. Needs / expectations
G. New partnerships or ways to interact with customers
H. I don’t know.
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PwC 4
Deals were larger and also spanned all sectors globally
2014 was a huge year for M&A and private equity - Fortune Magazine
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PwC
Deal activity was strong across all areas of capital raising
M&A$3.5 Trillion in M&A
activity globally – 47% increase from 2013
Private Equity $562 billion in global private equity – 43% increase from 2013
Venture Capital$48.3 billion in VC
funding – 61% increase from 2013
Crowdfunding$16.2 billion in
crowdsourced funding – 167% increase from 2013
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PwC | page 6
Race to dominate Personalized Content Delivery Anywhere,
Anytime on Any Device
Media
AT&T + Direct TV
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PwC | page 7
Race to dominate Precision Agriculture & increase
productivity significantly
Agribusiness
Monsanto + The Climate Corporation
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PwC | page 8
Race to dominate Personalized Medicine &
Commoditization of Drugs
Healthcare
GSK + Novartis
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PwC | page 9
Race to dominate Robo-Advice and guide advisors, investors, and institutions towards a secure future
Financial Services
Northwestern Mutual + Learnvest
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PwC
DisruptionDisruption across all industries is driving the deals activity
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PwC 11
Common drivers across all disruptions – Digital, Data & Analytics
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PwC
The world is in beta.Technologies, trends, markets and economies are in a constant state of flux.
Acquiring or having access to new technologies,
techniques is essential
Acquiring and motivating your talent becomes your
greatest asset
Competitive advantage is transient
Speed & Scale are critical for a sustainable
business model
Right Now
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PwC
79%Of smartphone users are using devices to shop at least once a month
10%Higher revenue growth forecast for companies who prioritize innovation to a greater extent than their peers
50 BillionPredicted number of connected devices by the year 2020
79%Of enterprise IT spend is outside of the CIO’s budget
Disrupt or be disrupted?
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PwC
Disruption in Advice
Digitization is transforming how people discover, engage and transact with business
in VC funding for Robo-advisors in 2014
$290M of Adults have Mobile Devices within Arm’s
Reach 24/7
91%Mobile Internet Users by
2020
3.8 BillionInternet Users by 2020
5 Billion
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PwC
Disruption in Healthcare
Genomics, wearables, ingestibles, and nanotechnology are making Personalized Medicine
a reality
per year in Personalized Medicine revenues
$286 Billion in smart wearables
global market by 2020
$22.9 Billion Unit sales of wearable
devices by 2020
200Mfor genome sequencing
in 15 years
$100M-$1K
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PwC
Data & AnalyticsDigitization is leading to increased volume, velocity and variety of data requiring advanced analytics to draw insights
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PwC
Insights driven by - Big Data, Analytics, Technology and Mindset
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PwC 18
Big Data - New sources of data…
…structured, unstructured, audio, image, video, sensors, and social
Volume, Variety, Velocity, and Veracity of Data is driving the ‘Big Data’ Revolution
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PwC 19
Big Data Analytics - New Analytic Techniques……backward & forward looking, statistical & computational, art & science
Descriptive, Diagnostic, Predictive, and Prescriptive Analytics are enhancing the value of Data
Graph Networks
System Dynamics
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PwC 20
Big Data Technologies - New emerging technologies
…distributed stream processing, GPU’s, NoSQL databases
Cloud computing, open-source software, multi-core processors, hybrid architectures are
fuelling big data technologies
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PwC | page 21
Precision Agriculture
• Sensor, satellite, weather station, and visual data
• Bayesian learning, monte-carlo simulation
• Cloud infrastructure, agile (3 wk) research & analytics
• Crop insurance to yield management
• Elimination of claims process & real-time exposures
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PwC | page 22
Precision Medicine
• Sensor, electronic health data, genomic, proteomic data
• Cognitive computing, NLP, deep learning, bio-informatics
• Digital DNA sequencers, mobile diagnostics, ingestible devices
• Outcome based care, personalized medicine
• Preventative (well-being) vs Curative (disease)
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PwC | page 23
Robo-Advice
• Event data, aggregation, sensor, unstructured, video
• Data enrichment, agent-based simulation, behavioral economics
• Cloud infrastructure, digital, social, and mobile devices
• Cost-effective, sophisticated, personalized advice
• Cost-effective, sophisticated, personalized advice
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PwC
So what does all this mean?
Digital Experience
Talent Manageme
nt
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PwC
Digital ExperienceDigital is transforming customer experience, operations, and back-end processes
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PwC 26
Today’s most successful organizations are known for more than just great products.
They create amazing customer experiences.
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PwC 27
People don’t see the world in silos
For them it’s all one connected experience
Connected Experiences Are Driving Transformations in How Companies Evaluate Deals and Growth Strategies
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PwC | page 28
New Deals Driven to Heighten
CustomerExperience
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PwC | page 29
They bought a bunch of companies that “help us
grow our expertise to build best-in-class eCommerce technologies and talent”
Retail
Walmart + Small Society, One Riot, Kosmix, etc..
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PwC | page 30
Enables in car connectivity for mobile devices and app
developers
Automotive
Ford + Livio
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PwC | page 31
Personal shopper to hand select clothing/accessories
(web based)
Personalization
Nordstrom + Trunk Club
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PwC | page 32
Third Era of Digital
Disruption
Merging physical and digital Entering the DigitalBusiness Era
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PwC
Made for 1.
78% of consumers express a desire for some kind of content personalization
Here. Now.
People buy online because it’s 24/7, quick and doesn’t require a
trip.
Omni-Everything
By 2025 over 80% of retailers are “seamless”
in go-to-market,fully integrated and 360
omni-channel
Customer Experience is being Transformed by Three Central
Themes
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PwC
Tomorrow
Today
Made for 1
Personalized Mobile Stores
Habit Trackers Retailer App integration
Artificial Intelligence Personal Fabricators Printed Food Facial Recognition Shopping
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PwC
Tomorrow
Today
Here. Now.
Evolving Retail Formats One-Click Ordering On-Demand Delivery
Drone Delivery On-Demand Personalized Manufacturing
Auto Restock Magic Text Concierge Auto Password Reads
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PwC
Tomorrow
Today
Omni-Everything
Image Recognition PwC Total Retail Study Beacon Enabled Auto-Checkin
Wearables Snap to Buy Omni-Currency
vv33% of shoppers research online before buying in store . .44% of shoppers compared prices on their mobiles while in store
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PwC | page 37
How do you create
that add value beyond the product itself?
Experiences
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PwC | page 38
This changing journey impacts organizations
Transition from
• Siloed functional teams
• Tactical execution
• Command and control
• Clear escalation, empowerment and communications protocol
• Centers of excellence
Executive management
Middle management and support staff
Front-line staff
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PwC | page 39
From hierarchical to customer centered
Transition to
• Customer-centric organization
• Agile & collaborative by design
• Empowered and engaged employee base
• Operationally optimized
• Responsive
• Communities of practitioners
Executive management
Middlemanagement
Front-line staff
Support staff
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PwC | page 40
Why is digital transformation happening in the marketplace?
Customer behavior is changing…
•“B2C-like” experiences expected
•Non linear decision process and online influencers playing large role
•Look for digital self service tools for 24x7 convenience
…and new market entrants are disruptive
•Small nimble competitors coming to market with a “digital-first” mindset
•Competitors do business online with minimal direct sales force costs
•Increasingly flexible payment, billing and fulfillment methods for digital goods
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PwC | page 41
Technological advances fueling changing customer behavior
of CEO’s say ‘Technological advances’ will be the top driver transforming their business in the next five years.
28
39
58
69
86
Technological advancesDemographic shifts
Shift in global economic powerResource scarcity and climate change
Urbanization
Source: PwC CEO Survey, 2014
Trends that will transform business next five years (%)
Where companies are investing to grow
Wearable computing
3-D printing
Battery and power technologies
Robotics
Sensors
On-demand business and technolog services
Cybersecurity
Mobile customer engagement
Socially enabled business process
Business analytics
0 5 10 15 20 25 30 35 40 45 50
6
11
15
15
20
25
39
39
41
44
%
86% Digital IQ
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PwC | page 42
What does the Internet of Things really do?
Under the age of 16
The Internet of Things provides the data and services that creates an ecosystem that provides information and intelligence that drives contextual awareness about yourself and/or your surroundings.
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PwC | page 43
Why does the Internet of
Things matter for Business?IoT is the “extension of the Internet to the physical world. The Internet has transformed digital industries, while the Internet of Things will transform physical industries.”
• “In a manufacturing plant, assets are affixed with wireless sensors. Using remote monitoring technology, plant managers locate anxd track production inventory on the plant floor and within the supply chain in real-time.”
• An automobile’s systems and subsystems produce information about a cars wear-and-tear, performance, and rider driving patterns. The data can be used for monitoring and maintaining the car remotely.
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PwC
What the “experts” are saying about the Internet of Things
“50 Billion Devices connected by 2020 – a $19 Trillion dollar industry.”
“If you look back a decade from today at the impact of the Internet of Everything, I predict you will see it will be five to 10 times more impactful than the whole Internet has been today.”
John Chambers, Cisco CEO
“Growth opportunities are in the overlap of Systems of engagement, Systems of record, and systems of insight.”
David Gosen, Nielsen European Managing Director MWC 2014 Keynote
“2013 $1 Billion total investments into IoT companies and $3.5 Billion in M&A activity in 2014.”
Carlos Morales Telefonica, Global Managing Director of M2M MWC 2014
“IoT is moving to higher value by delivering actionable insights in the physical world – cloud based big data services and industry analytics will play a key role”
Bob Fox, IBM Global Business Services - MWC 2014
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PwC | page 45
Potential Business Model Impacts: Best Practices
Under the age of 16
When we look to IoT innovators and first-movers we see a recurring common theme of best practices observed across sectors
Automotive: Tesla
best practice: push data to the cloud to capitalize on the level analysis, process
optimization and scale enabled by distributed intelligence.
Healthcare: AliveCor
best practice: build additional value for your IoT platform by integrating with
complimentary platforms via open standards.
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PwC | page 46
Networked Business Model Canvas – Connected Personal Health Monitor
Under the age of 16
Appendix
Key Partners
• Insurance companies
• Hospitals & Clinics
• Doctors
Cost Structure
• R & D for medical devices
• Software platform development
• Cloud-based services hosting infrastructure
Revenue Streams
• Sale of aggregate, non-personally identifiable health data
• Sale of devices
• Sale of varying service levels enabled by the interconnectivity of devices to patients, doctors, hospitals and clinics
Key Activities
• Manage specialist network
• R & D for connected medical devices
• Develop new services
Value Propositions
• Scaled Expertise –healthcare specialists not constrained to a physical location for monitoring or even examining a particular ailment specific to their specialization.
• Ongoing Monitoring – continual monitoring of patients’ vital signs allows for more timely identification of anomalies and faster treatment if identified.
• Hospital Prevention – ongoing monitoring minimizes unneeded and expensive hospital visits.
Customer Relationships
• Online
• Via physicians
Customer Segments
• Insurance companies
• Hospitals & Clinics
• Doctors
Key Resources
• Specialist network
• Cloud platform
• Connected medical devices
Channels
• Primary Care Physicians
• Specialists
• Clinics
• Online
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PwC
Get ahead ofcustomer
expectations
Consider new partnerships
Transform your human capital
Where do you go from here?successful organizations
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PwC
Talent ManagementAcquiring, nurturing, and retaining talent is the biggest challenge to staying ahead of the competition
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PwC
Organizations need to find and keep talent
ProducerPerformer
Organizations need to find — and keep —at least a few exceptional Producers
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PwC
Mythic blue oceans..
Agribu
sines
s
Bankin
g
Hospit
ality
/Leis
ure
Indu
stria
l Pro
duct
s
Mon
ey M
anag
emen
t
Oil, Ene
rgy
& Mini
ng
Softw
are
Super
mar
kets
Divers
ified
Real E
stat
e
Consu
mer
Pro
duct
sRet
ail
Techn
ology
Teleco
m
Servic
e Firm
s
Health
care
/Pha
rmac
eutic
als
Enter
tainm
ent &
Med
ia0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% In
du
str
y P
op
ula
tio
n
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PwC
Evolution of a Billionaire
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Years of Experience1 - 3 4 - 6 7 - 10 11 - 15 16 - 20 20+
49%66%
previously worked for large company
63%of executives say retainingtop talent is a challenge
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PwC
Billionaire Dynamic Duos
Solo Dynamic Duo 60%
self-made billionaires in our sample who succeeded when paired with a
performer partner
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PwC
“Producers” think and act in distinctive ways that enable them to create massive new value
Empathetic Imagination
Patient Urgency
Inventive Execution
Rational Risk Takers
Producer/ Performer
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PwC
How can organizations attract, cultivate and retain their high potential talent
Recognize a task that
requires a producer
1Hire, motivate,
retain and inspire
producers
2
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PwC
Four Ways to Attract & Cultivate Producers
Organic Development
Catalyst Hires
Mergers & Acquisitions
Get Produced
1 2
3 4
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PwC
Identifying producers and performers
• What are the most important trends, and what opportunities will that create in your industry?
• Have you ever creatively configured an idea to get it done faster, cheaper, differently?
• Have you ever experienced a real failure, and what did you learn?
• Describe an opportunity in your business that you are passionately interested in pursuing.
• What is your track record of bringing ideas, people and resources together in a new way to create new value?
• If you were given 20% of your time to work on an idea what would it be?
Sample Interview Questions:
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PwC
Draft
Thank You
© 2014 PricewaterhouseCoopers LLP, a Delaware limited liability partnership. All rights reserved. PwC refers to the US member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
* Data sources via similarweb