Only 20% of the hottest industrial enterprises ach

Only 20% of industrial enterprises achieved the expected return on digital innovation

Hannover, Germany, April 4, 2019. Accenture's latest industrial x.0 research shows that industrial leaders have explored efficient ways to carry out digital innovation on a large scale, and significantly improved the return on digital investment. These leading enterprises continue to carry out large-scale concept verification, and their benefits significantly exceed the average level of their peers

Accenture surveyed 1350 senior and chief executives of industrial enterprises in 13 industries who gave full play to their competitive advantages in natural environment, market capacity, human resources, financial services and so on, covering discrete manufacturing enterprises and process manufacturing enterprises. The survey found that although all surveyed enterprises have entered the proof of concept stage and invested in expanding their innovation initiatives, only about 22% of enterprises have achieved the expected return

jiangchonglong, managing director of Accenture Greater China digital services and head of industrial x.0 business, said: the scale of innovation is crucial for enterprises to achieve digital transformation, but obviously, many enterprises still need to solve this key problem. Our research found that the leaders in industrial enterprises are highly strategic. They can make full use of best management practices, identify the value to be created, and focus on reforming their own institutions. For them, although they are still promoting the scale of innovation, their focus has shifted from the number of projects to actual results

leading industrial enterprises have won excellent digital return on investment

the survey shows that leading enterprises (accounting for 22% of the sample size) have implemented more than half of their proof of concept on a large scale. These enterprises expect their own actions to produce higher returns than their peers. At the same time, they can not only generally meet their high expectations, but also often exceed their expectations. Accenture's research found that, on average, the expected return on digital investment (Rodi) of leading enterprises is 22.3%, but the actual final return is 25.5%

the performance of other enterprises is far inferior to that of leading enterprises. About 65% of the enterprises belong to the ranks of chasers. Although the scale of their proof of concept is close to the industry leader, in terms of return, the actual results (6.4%) did not meet their expectations (7.2%), and were lower than the industry average. The third kind of learner enterprises can only verify less than half of their concepts, so the working temperature of the resin can be stabilized at 85 ℃ for large-scale verification. The digital return on investment is 9.9%, lagging behind its target value of 11.25%

Accenture industrial x.0 research shows that the digital return on investment of industry leaders exceeds the average level of peers

four action secrets of leading enterprises:

this survey also reveals the success secrets of industrial leading enterprises. These enterprises generally take the following four specific actions to promote the scale of innovation:

define value and lead innovation: industrial leading enterprises will evaluate current opportunities, and the top management will lock in the market opportunities that need to be grasped, and then communicate with middle-level managers based on this clear goal, To solve the two key challenges of promoting digital value from top to bottom and the middle-level resistance in the innovation process, so as to promote innovation measures and ensure the expected return

focus on external value and internal change: leading enterprises combine technological transformation with organizational change to avoid the separation of the two, so as to create a dual engine organization defined by Accenture. 63% of the leading enterprises in the industry clearly agree that this is their development goal, higher than other enterprises (54%)

achieve comprehensive innovation of business functions: research shows that leading enterprises can accurately match investment and innovation needs. They are good at embedding promotion factors such as data analysis platforms, new working methods or new functional collaboration modes into business functions that have urgent needs and can effectively make use of them

establish internal innovation incubation factories: leading industrial enterprises prefer to build internal innovation incubation factories rather than split or acquire start-ups to innovate. These organizational units will then be incorporated into the service architecture of existing business departments, and the two will cooperate to innovate and implement new solutions on a large scale. According to the global regional market, the improvement of environmental stress cracking resistance

Jiang Chonglong stressed that successful digital reengineering must be promoted from within the enterprise with the help of digital capabilities rooted in core business functions. The leading enterprises first focus on the value that customers attach most importance to, and then establish a digital innovation incubation factory to integrate the efforts of the whole organization to deliver these values to customers, so as to successfully overcome the innovation challenges that all enterprises are facing

Accenture's research shows that the scale-up ability of enterprises' digital innovation is closely related to six specific organizational management challenges, which are: management consistency, digital value measurement, skills, technical infrastructure, partnership management and corporate culture. Accenture applied the economic analysis model to link these challenges with the digital return on investment, indicating that enterprises can improve the return on investment by better addressing these six challenges