Competing in a world shaped by digital technologies requires a fundamentally different approach to how strategies are developed and executed. Finding the right competitive response is complex. The scale of change creates a sense of urgency. Investors recognize the potential, assigning multi-billion-dollar valuations to digital pure plays that are little more than a strategy and a few customers and capabilities. As digital technologies create new threats and opportunities, three strategies can help organizations achieve success. Read how organizations focused on being digital leaders can build digital strategy confidence and competency.

1. Being digital
Fast-forward to the
right digital strategy

2. Digital technologies create new
threats and opportunities
Strategies for speed
2
Competing in a world shaped by digital
technologies requires a fundamentally
different approach to how strategies are
developed and executed.
• Digital changes everything—from
customer expectations to distribution
channels and production methods
• Digital players or start-ups are seen
as the greatest competitive threat to
profitable growth
Copyright © 2015 Accenture All rights reserved. *Source: Accenture Strategy Executive Research 2015
of business leaders say
large digital players and
start-ups are the greatest
business threat in the
next three years*
56%

3. Business leaders aspire
to be digital leaders
Strategies for success
3
Finding the right competitive response is
complex. The scale of change creates a
sense of urgency. Investors recognize the
potential, assigning multi-billion-dollar
valuations to digital pure plays that are
little more than a strategy and a few
customers and capabilities.
Copyright © 2015 Accenture All rights reserved. *Source: Accenture Strategy Executive Research 2015
of executives want their
organizations to be digital
leaders in their industries*
Plan to become a digital
business in three years*
39%
59%
of business leaders say they
currently have an enterprise-
level digital strategy*
45%

4. Strategy is the discipline of setting a direction,
lining up resources and executing commitments
Strategies for success
4
Digital disrupts business strategy. Possibilities opened
up by new technologies reduce the reliability of proven
practices and approaches. Business leaders must
consider a new strategic approach.
Copyright © 2015 Accenture All rights reserved.
1. One direction, multiple speeds and layers
2. Several horizons, sequencing multiple bets
3. Direct actions, experimenting intelligently

5. It is not a matter of when organizations
will be digital, but how
1. One direction, multiple speeds and layers
5
Business leaders must meet the dual
challenges of operating today while
transforming for the future by executing
strategies at multiple speeds and across
multiple layers. They need:
• Digital customer strategies
• Digital enterprise strategies
• Digital operations strategies
Copyright © 2015 Accenture All rights reserved. *Source: Accenture Strategy Executive Research 2015
of business leaders have a
digital strategy to address
the customer experience*
65%
of business leaders have a
digital strategy to address
the Internet of Things*
40%

6. There is no one path to
becoming a digital leader
2. Several horizons, sequencing multiple bets
6
Success ebbs and flows with changing customer
expectations and technology capabilities.
Strategies must be based on sequencing
multiple bets on the future.
Digital leaders:
• Manage multiple growth bets, and their
associated risks, alongside today’s demands
• Transform the core business
Copyright © 2015 Accenture All rights reserved.
Digital leaders have
strategies that sequence
multiple bets on the future.

7. Undertake a marathon in sprints
3. Direct actions, experimenting intelligently
7
Executing an effective digital strategy is
characterized by short cycles between direction
setting and direct actions.
Intelligent experimentation enables organizations
to embrace and move on from failure through
rapidly testing hypotheses, advancing what
works and learning from what does not.
The front-line workforce must also experiment
and adapt to new ways of working in real time,
blending human and digital resources.
Copyright © 2015 Accenture All rights reserved.
Experimentation is central
to quickly verifying and
refining ideas in the face
of changing demands.

8. Our research shows digital leaders demonstrate three core differences
What makes digital leaders different?
8Copyright © 2015 Accenture All rights reserved.
Growth focus
Digital leaders set digital
strategies for revenue growth
and new business models—
while followers focus on fixing
the short-term cost and
efficiency issues.
External empathy
Digital leaders are proactively
and provocatively engaging
customers and start-ups—while
followers tend to react to
incumbents’ digital efforts.
Agility
Digital leaders organize for
speed and adaptability. They
appoint senior leaders, create
new governance structures and
leverage external partners—while
followers treat digital investments
as functional issues and prefer to
“go it alone.”
$

9. Build digital strategy confidence
and competency
Where next?
9
Keep the following factors in mind:
• Think in actions, not just ambitions
• Win through a series of sprints
• Embrace change at the edge
• Place a premium on results and experience
Copyright © 2015 Accenture All rights reserved.

10. 10Copyright © 2015 Accenture All rights reserved.
About the research
Accenture Strategy interviewed 700 business leaders in the United States,
China, Japan and the European Union to understand how they can take
advantage of digital technologies to accelerate growth and competitiveness.
We also sought the views of more than 2,500 European employees in five
countries on the impact of digital technologies on the future of work.
Read other reports in the “Being digital” series:
• Seven essential “no-regret” capabilities
• Embrace the future of work and your people will embrace it with you
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11. 11Copyright © 2015 Accenture All rights reserved.
Learn more at www.accenture.com/digitaltransformation
About Accenture
Accenture is a global management consulting, technology services
and outsourcing company, with approximately 323,000 people
serving clients in more than 120 countries. Combining unparalleled
experience, comprehensive capabilities across all industries and
business functions, and extensive research on the world’s most
successful companies, Accenture collaborates with clients to help
them become high-performance businesses and governments.
The company generated net revenues of US$30.0 billion for the fiscal
year ended August 31, 2014. Its home page is www.accenture.com.
About Accenture Strategy
Accenture Strategy operates at the intersection of business and
technology. We bring together our capabilities in business, technology,
operations and function strategy to help our clients envision and
execute industry-specific strategies that support enterprise wide
transformation. Our focus on issues related to
digital disruption, competitiveness, global operating models,
talent and leadership help drive both efficiencies and growth.
For more information, follow @AccentureStrat or visit
www.accenture.com/strategy