2021-12-07-埃森哲-Accelerating_the_industrial_enterprise_28页_4mb

Summary of "Accelerating the Industrial Enterprise"

Core Content

This document outlines a framework for industrial enterprises (IEs) to accelerate growth in the post-pandemic era, emphasizing six key practices that are critical to achieving sustained and rapid expansion. It is based on research conducted by Accenture, which surveyed 1,150 executives globally, including 690 from IEs across various industries and 460 from non-IE companies. The findings reveal that IEs are at a pivotal moment, transitioning from recovery to accelerated growth, driven by technological advancements, changing customer demands, and evolving market conditions.

Main Viewpoints

• Industrial Renaissance: IEs are entering a new era of growth, characterized by technological innovation, digital transformation, and a focus on sustainability and diversity. This period is described as an "industrial renaissance."
• Six Practices for Growth: Accenture identifies six interrelated practices that are essential for accelerated growth:
  • Focusing
  • Steering
  • Doing
  • Leading
  • Enabling
  • Being

These practices are not standalone but should be viewed as an integrated suite that supports and reinforces one another. The document highlights that companies that excel in these areas are more likely to achieve higher revenue and EBIT growth.

Key Information

1. Focusing

• Definition: Tackling the right things in the right way, with a holistic view of growth that includes financial, qualitative, and ESG components.
• Performance: Leaders are 2.3 times better at focusing than Laggards. They emphasize efficiency, customer and employee satisfaction, and ESG goals.
• Impact: Improving Focusing can increase annual revenue growth by 0.7–0.9 percentage points and EBIT margins by 1.1–1.9 percentage points.

2. Steering

• Definition: Managing investments in growth and efficiency, including reinvesting efficiency gains and adjusting investment strategies.
• Performance: Leaders reinvest 42% of efficiency gains in growth, compared to 22% by Laggards. They also reevaluate strategies more frequently.
• Impact: Improving Steering can increase annual revenue growth by 0.3–0.5 percentage points and EBIT margins by 0.4–1.3 percentage points.

3. Doing

• Definition: Delivering new growth through innovation, collaboration with customers and suppliers, and leveraging cloud and digital technologies.
• Performance: Leaders are more effective in forming multi-disciplinary innovation teams and actively collaborating with both customers and suppliers.
• Impact: Improving Doing can increase annual revenue growth by 0.45–0.5 percentage points and EBIT margins by 0.6–1.3 percentage points.

4. Leading

• Definition: Creating a leadership culture that supports growth, including clear vision, shared goals, and fostering diverse perspectives.
• Performance: Leaders are better at communicating growth ambitions and supporting long-term strategies.
• Impact: Improving Leading can increase annual revenue growth by 0.45–0.5 percentage points and EBIT margins by 0.6–1.3 percentage points.

5. Enabling

• Definition: Managing talent, partnerships, and technology to support growth initiatives.
• Performance: Leaders are more likely to have the right talent and strong relationships with ecosystem partners.
• Impact: Improving Enabling can increase annual revenue growth by 0.4–0.7 percentage points and EBIT margins by 0.6–1.9 percentage points.

6. Being

• Definition: Cultivating mindsets, behaviors, and ways of working that support innovation and growth.
• Performance: Leaders encourage learning, experimentation, and diversity, and have a culture that supports new talent integration.
• Impact: Improving Being can increase annual revenue growth by 0.4–0.7 percentage points and EBIT margins by 0.6–1.9 percentage points.

Growth Performance Insights

Accenture categorizes IEs into four groups based on their performance across the six practices:

• Leaders: 10% of the sample, showing the highest performance in all practices.
• Aspirers: Companies aiming to improve.
• Mainstream: Companies performing at an average level.
• Laggards: Companies lagging in growth initiatives.

The analysis shows that even Leaders have room for improvement, particularly in areas like diversity and incentivizing long-term strategies.

Accelerated Growth Potential

• Revenue Growth: IE Leaders have a 13% higher CAGR for revenue than Laggards.
• EBIT Margins: IE Leaders have 68% higher EBIT margins than Laggards.
• Framework: Accenture provides an online benchmarking tool to help IEs assess their growth acceleration potential.

Recommendations for Accelerated Growth

1. Think Growth Through: Define a clear, holistic growth ambition that includes financial, market, and ESG components.
2. Assess Growth Potential: Continuously evaluate growth activities using the six-practice model.
3. Find Efficiencies: Use automation and digital tools to improve efficiency and reinvest gains.
4. Incubate Growth Approach: Start small, iterate based on feedback, and scale across the enterprise.

Conclusion

The six practices framework is a comprehensive guide for IEs to transition from recovery to accelerated growth. It emphasizes the need for a balanced approach that integrates digital transformation, customer engagement, talent management, and cultural change. By embedding these practices into their DNA, IEs can better navigate the complexities of the current market and unlock new opportunities for sustainable growth.