Post on 27-Apr-2020
Changing the game— The future of Telecommunications,Media & Technology (TMT)
Wilson ChowGlobal and China/Hong Kong TMT Leader
November 2017
www.pwc.com
PwC
Changes in Workforce and Business processes
• Adoption of Cloud
• Enhanced automation
• Reshaping workforce
Emergence of cross-industry ecosystems
• Auto
• Healthcare
• Industrial products
• Financial services
We are on the verge of another major DISRUPTION…
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The“Next Wave”
Technology enablement
Robotics AI IoT 3Dprinting
Blockchain
Seamless connectivity
• Adoption of 5G technology
• Internet connected devices
• Smart Nation/City
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…and it’s hard to know in which vertical(s) it will appear
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Estimated size of selected growth markets globally (Verticals)US$ bn, 2020
1,390
63
17
123
150
6067
59
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Smart Home Service Assurance TransportationeHealth Smart Cities Public SafetyConnected Car Industry 4.0Utilities
Sources: IDC, Ovum, Technavio, MarketsAndMarkets, GSMA, Grand View Research, Navigant Research, Mind Commerce, PwC’s Strategy& analysis
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TMT trends are driving CHANGES
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Uncertainty in regulatory outlook1
Pace of changes in technology2
“Data” is the “New business currency”3
Shift from products to services and focus on customer experience4
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#1. Global legislative and regulatory landscape
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Changing dataprivacy/cyber securityregulations
Immigration reform inUS/Brexit
Capital market
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#2. Fast pace of technological change — reshape competition
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… reshape labor force
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… all industries and businesses will be impacted
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Banking andcapital markets
Healthcare
Industrialmanufacturing
Technology
Public Sector
Retail andConsumer
Aerospaceand defense
Private equity
Transportationand logistics
Power andutilities
Pharma andlife sciencesCommunications
Entertainmentand media
Automotive
Private companyindustries
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PE/VC funding — Powerhouse of innovation
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2016
1. AI $1.69B
2. IoT $1.44B
3. VR $823M
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#3. Data is the new business currency
• “Data” gathered from various sources — ERP, CRM, Audio, Video, Social Media
• “Quality” of data gathered from business operations will continue to be improved by Technology
• Improved Storage/Data warehouse
• Big Data Analytics techniques offer:
- Ad hoc reports/scorecards/dashboards
- ‘Tax sensitized’ chart of accounts
- Improved CRM and Customer feedback
- Maximise monetisation
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#4. Shift from products to services and focus on customer experience
Transforming to a services-focused model requires developing new channels for intellectual property that:
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Creates better customer experiences
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Generates new revenue streams
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Permits flexibility
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Embracing emerging technology to enhance Customer Experience
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CloudCyber
security
3Dprinting
Accessnot
ownership
Internet ofThings
Bigdata/dataanalytics
Technologytransforming
businessmodels
LA-based VR start-up, planning to open a VRmultiplex this year that will allow consumers tobecome immersed in a personalizedentertainment experience.
Twitter released Anti-Harassment toolboxlast in 2016 to make the Internet safe forTwitter users.
Comcast invests in X1 Platform, a cloud-based operating system to deliver apersonalized entertainment experienceacross all devices.
Google developing next mobile OS withAI-powered features including Copy Less andComputer Vision designed to extract dataand images to streamline consumerexperience.
Disney’s patent-pending 3D printerclaiming speeds 100 times faster thanleading technologies. Uses includetheme park visitor figurines as well ascostumes and props for movies.
Amazon investing in IoT voice-led operatingsystem to enable smart devices. Partnershipswith automakers to appliance manufacturersto embed technology in things.
Consumer behavior shifts driving streamingE&M including a boom in SVOD providerswith Netflix at the lead.
IBM SlamTracker is the premier scoringapplication for tennis matches which providesreal-time scores, statistics, and point-by-pointanalysis.
Artificialintelligence/automation
Augmentedreality/Virtualreality
Comcast
Disney
Amazon
Dreamscape
Netflix
IBM
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…for companies across all industries
• You know your company better than any one else…
• What is the level of awareness of technology disruptions of your people in your organisation?
• Are you taking an offensive and a defensive strategy or BOTH ?
• How effective are your strategies?
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Thank you!
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2017 PricewaterhouseCoopers LLP. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers LLP which is amember firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. HK-20171103-6-C1