Accenture-Technology-Vision-for-Pega-2014_1

ACCENTURE TECHNOLOGY VISION FOR PEGA
Accenture Technology Vision 2015
Digital
Business Era:
Stretch Your
Boundaries

Accenture’s 2015 Technology
Vision report introduced the
arrival of digital ecosystems:
Welcome to the
“We Economy”
INTRODUCTION
#techvision2015
2

In 2015, the big issue for enterprises is no longer
about digital transformation. It’s now about
what business leaders will do with their digital
advantage—and how they can and will stretch their
boundaries to increase that advantage.
It’s no longer about a few instances of cloud here,
analytics there. Accenture’s Technology Vision 2015
report reveals that pioneering enterprises are doing
far more than just flexing their digital muscles.
In aggregate, they’re creating a hyper-connected
world where companies, consumers and everyday
objects have instant capabilities to act and interact
with each other digitally across the globe.
Together, Accenture and Pega see leading
enterprises quickly mastering the shift from “me”
to “we,” tapping into a broad array of digital
businesses, digital customers, and digital things at
the edge of their networks. Front-runners are using
this broader digital ecosystem to place bets on a
grand scale—looking to shape entire markets and
change the way we work and live.
In keeping with last year’s approach, we’ve built the
story in this report around the five key themes in
Accenture’s latest Technology Vision—trends that
are set to transform businesses over the next three
to five years:
• Internet of me: One world, personalized
• Outcome economy: Hardware producing hard results
• Platform (r)evolution: Defining ecosystems,
redefining industries
• Intelligent enterprise: Huge data, smarter
systems—better business
• Workforce reimagined: Collaboration at the
intersection of humans and machines.
3

In this Pega overlay of these trends, we’ll show
how Accenture and Pega are applying their
unique strengths to enable organizations to work
effectively across company and industry boundaries
in the “We Economy.”
Next year the story will be different once again,
reflecting the breakneck pace of change in the
digital era. Already, 62 percent of organizations
polled in Accenture’s Technology Vision 2015 survey
are investing in digital technologies, and 35 percent
are comprehensively investing in digital as part of
their overall business strategy.
Now, having spent the past few years leveraging
social, mobile, analytics and cloud (SMAC) to
transform their enterprises into truly digital
businesses, the challenge has become: what will
business leaders do with their business advantage?
Succeeding in the
“We Economy”
The digital era doesn’t just make big bets possible. It
makes them increasingly necessary. The Internet of
Things (IoT) is increasingly driving new innovation
and new opportunities by bringing every object,
consumer, and activity into the digital realm. At the
same time, leading businesses are making similar
changes within their enterprises by digitizing every
employee, process, product, and service.
Taken in aggregate, enterprises find themselves
connected to a digital fabric that has the potential
to touch all aspects of their business, their customer
relationships, and the world around them. This
fabric has already provided enterprises with the
ability to connect and scale in unprecedented ways.
More and more, however, companies are beginning
to see that these connections are not limited
solely to their employees and customers. They also
have the potential to tie themselves into a global
network of businesses, individuals, and things
from every industry around the world. This grand
network of connections and its transformational
power introduce a new era in the digital age—the
age of “digital ecosystems.”
The power of collaboration
This year’s Technology Vision shows leading
companies recognizing that as every business
becomes a digital business, together they can effect
change on a much bigger stage. By collaborating,
they can shape experiences—and outcomes—in ways
never before possible.
These pioneering businesses see great potential
to make a difference—and to make a profit—by
operating as ecosystems, not just as individual
corporate entities. By mastering the shift from “me”
to “we,” these leading enterprises are shaping a new
economy—the “We Economy.” Ordinary businesses
can now tackle challenges that were previously well
beyond their scope: an opportunity to help design
and create smart mega-cities of the future...a
chance to radically rebuild centuries-old modes of
transportation...a solution to raise the quality of
healthcare by tackling it holistically.
These are the types of “epic” opportunities that
excite customers, inspire employees, galvanize long-
term suppliers—and present the opportunity of big
rewards to investors. The new power brokers will be
the master orchestrators that place themselves at
the center of these digital ecosystems.
#techvision2015
4

5

Digital channels now reach deep
into people’s lives. To gain control
over these points of access, forward-
thinking businesses are creating highly
personalized experiences that engage
and delight consumers—without
breaching their trust.
The Internet of Me:
One world,
personalized
TREND 1
#techvision2015
6

The internet enables each of us to personalize our
lives in multiple ways—from playlists, prompted
recommendations based on past behavior and
product customization through to smart metering
and connected homes. But now digital technology
is pushing personalization far further and faster—
toward a true “Internet of Me.”
Accenture’s Technology Vision 2015 report shows
how leading enterprises are actively creating
connected worlds where their customers’
preferences, habits, and contexts are woven
together to make daily experiences simple,
delightful, and unique to them. Although many
companies can already mimic customer intimacy—
the online ads that pop up to reflect users’
latest searches, for example—the new frontier
of personalization brings something much more
meaningful to the individual.
This signals a wholesale change in how businesses
should design applications. The focus now has
to be squarely on experience. Forward-leaning
companies are already moving fast in this direction.
In Accenture’s Technology Vision 2015 survey,
81 percent of respondents placed personalized
customer experience in their organizations’ top
three priorities, with 38 percent reporting it as their
top priority.
Accenture and Pega are working together to ensure
that companies succeed in the new “Internet
of Me.” For example, using Pega Marketing as a
centralized “customer decision hub,” companies
can bridge across all available channels to pinpoint
the “next best action” to take with each customer.
7

By enabling a customer-centric (rather than
product-centric) approach, this allows them to
engage in a direct customer dialogue and provide
highly personalized experiences for each of their
customers. Self-learning, adaptive models mean
companies can adjust in real time to customers’
needs with relevant actions that help them retain
their customers’ trust.
REAL-WORLD EXAMPLE: Facing slowing revenue
growth, a large EALA telecommunications company
needed to identify new sources of revenue while
sustaining and enhancing the value of its existing
customer base. Accenture worked with the company
to clarify its strategy and business objectives, and
provided a new business service, powered by Pega
Marketing, to transform the telecom’s Customer
Value Management department and applications.
The goals were to generate incremental revenue,
improve the customer experience and strengthen
customer loyalty. Accenture leveraged Pega’s
platform to create a “single marketing brain,”
enabling consistent marketing strategies across
communication channels for both outbound and
inbound calls. The Accenture service enabled more
than 2,400 call center agents and 800 shop agents,
covering more than 10 million customers with a
portfolio of more than 230 offers. The telecom was
able to institute aggressive up-sell and cross-sell
initiatives that significantly increased revenue while
driving an expansion in the product portfolio from
mobile to DSL offerings.
REAL-WORLD EXAMPLE: A large European wireless
telco needed to optimize direct marketing
campaign results to improve customer satisfaction
and increase revenue. It set out to achieve these
goals by automating direct marketing campaigns
and integrating inbound and outbound campaign
management. Building and sharing the same
offering portfolio across multiple communication
channels and a common customer interaction
would unify the telco’s marketing. Unified
marketing would, in turn, help bring more relevant
offers to customers with speed and unity. Achieving
these goals demanded an approach that combined
traditional marketing elements with operational,
campaign and next-best-action automation.
Using Pega Marketing, the telco has been able to
make its offers consistent across all channels and
contact directions (outbound/inbound). Automated
outbound campaign management, customer
segmentation and offer calculation has increased
the efficiency of marketing campaigns, with fewer
errors, better customer service and increased
customer satisfaction. With improved efficiency
and consistency in its marketing, the telecom is
equipped to make customer offers more relevant
due to the information gathered from previous
customer interactions, which will drive improved
customer engagement and lead to optimized
revenue.
Businesses in almost every sector will increasingly
find value in the ways they personalize their
products or services. Today, highly personalized
customer experiences represent a wide-open
opportunity for competitive differentiation.
Before long, however, they will be recognized as
a precondition for doing business in the digital
economy.
#techvision2015
8

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The IoT creates opportunities for
embedding hardware and sensors
into companies’ digital toolboxes.
These highly connected hardware
components can be used to give
customers what they really want:
not more products or services, but
more meaningful outcomes.
The Outcome Economy:
Hardware producing
hard results
TREND 2
#techvision2015
10

There’s an apocryphal story about a Harvard
University marketing professor who told his
students that people didn’t want quarter-inch
drill bits—they wanted quarter-inch holes. The
professor was ahead of his time in depicting what’s
now referred to as the “outcome economy,” where
digital businesses increasingly sell solutions and
results, not just products and services. Accenture,
in its Technology Vision 2015 report, says the
outcome economy is defined by companies’ ability
to create value by delivering solutions that lead to
quantifiable results.
Of course, marketers have long talked about
selling solutions rather than products. But the
outcome economy has been elusive because it has
been challenging to determine what customers
really want, day in and day out. Now, however, it’s
become feasible thanks to increasingly intelligent
hardware, which extends far beyond the Internet
of Things to include wearables, connected vehicles,
and smart buildings. Today’s leading businesses
are using hardware at the edge—where digital and
physical worlds intersect—to get closer to their
customers as a differentiator, and as a way of
entering new markets.
Eighty-seven percent of organizations polled in
Accenture’s Technology Vision 2015 survey see more
intelligent hardware leading to a shift from selling
products or services to selling outcomes. And Pega’s
ability to easily integrate with other systems, to
handle complex event processing, and to leverage
industry-leading business rules and processes
is helping to accelerate this trend—enabling
organizations to leverage hardware and sensors to
produce results.
11

REAL-WORLD EXAMPLE: General Motors (GM) is
making a broad cross-industry ecosystem play
with its “connected car” platform. The company
has evolved its OnStar system from a standalone
safety and concierge service to a connected-car
platform that includes multiple partners and a
wide range of innovators. Its emerging connected
car platform includes features such as real-time
diagnostics, safety/emergency, infotainment,
navigation, insurance modules, multiple third-party
apps, and mobile connectivity. Using the decision
management capability of the Pega 7 Platform,
GM is now able to manage business rules that
drive decisions across all channels through which
subscribers interact with OnStar, including contact
center, web self-service, mobile applications, and
the in-car head unit, while enabling business users
to take direct control of their business rules.1
REAL-WORLD EXAMPLE: A large pharmaceutical
company designed a research and development
initiative to capture real-time understanding of the
quality of clinical trial data—as well as to identify
and mitigate risks—at clinical study sites. It uses
Pega’s solution to manage and analyze the data
derived from those studies. This helps the company
to quickly identify potential risks, accelerating time-
to-market for new products that are inherently
safer and more customer-friendly.
POTENTIAL SCENARIO: With Pega’s Customer
Decision Hub, a utility company could use data
from a security system indicating that a business
customer’s windows or doors had been opened,
matching it to data that flags the consequent
increase in that customer’s energy usage. The
system would then automatically send an SMS
message to the business, not only alerting them to
the open window but also suggesting better ways
to conserve energy.
The outcome economy upends long-held notions
of how superior products and services are defined.
Hardware at the edge is a competency that business
leaders must strive to attain, no matter the industry.
From now on, hardware will no longer be an
afterthought—it will be part of every business’s
DNA. This new capability in hardware will not just
add another layer of insights, but will also help
businesses better understand the context in which
their customers are operating. This will empower
managers to make decisions that directly impact
customer outcomes. However, the rapid expansion
of the outcome economy can only happen when
there are solid IT infrastructure foundations with
which to handle the vast surge of data that is
inevitable as intelligence moves to the edge.
#techvision2015
12

13

Enabled by rapid advances in cloud
and mobility, platform-based
companies are capturing more of
the digital economy’s opportunities
for growth and profitability across
industries and geographies.
The Platform (R)evolution:
Defining ecosystems,
redefining industries
TREND 3
#techvision2015
14

Increasing numbers of companies are moving to
deploy a new weapon to grow their business: the
digital industry platform. Thirty-nine percent of
executives surveyed for Accenture’s Technology
Vision 2015 are using industry platforms to
integrate data and applications with digital business
partners and enable collaboration. Underpinned
by the latest wave of digital technologies—social,
mobile, analytics, cloud, and the Internet of Things
(IoT)—these platforms are comprised of a well-
defined technical architecture, firm governance, and
set of technology services all focused on enabling
the creation of new industry-specific applications.
Designed to be the blueprint for how companies
will build, connect, and deliver applications specific
to industry problems, the digital industry platform
serves as a pool of reusable functionality and
capabilities to make building and evolving these
applications fast and easy—and to help companies
ultimately achieve better business outcomes. In
the digital economy, these platforms also serve as
business model strategies that create competitive
differentiation. The key characteristic of a platform-
based business is that others outside the company
are creating value for the enterprise—in many
cases enabling entirely new digital models for the
company.
15

Digital technologies are coalescing into ever more
powerful platforms, accelerating the pace of change,
and becoming the core foundation for the next major
wave of digital disruption. According to research firm
IDC, one-third of leaders in virtually every industry
will be disrupted by competitors by 2018—newcomers
and established—that leverage platforms to innovate
new offerings, reach new customers, radically expand
supply and go-to-market networks, and disrupt their
industries’ cost and profit models.2
An example of
this trend is the Pega 7 Platform, an application
platform built to support strategic business
applications. Available in the cloud or on-premise,
the platform supports multiple geographies and
product types, can scale rapidly, and is able to
accommodate change. Innovative companies now
view platforms such as these as a way to increase
their capabilities to attack bigger opportunities and
to solve bigger problems.
POTENTIAL SCENARIO: Accenture is building on
Pega technology to create a prototype patient-care
management platform. This will enable healthcare
providers to deliver timely advice and guidance
by allowing them to accurately and easily follow
diabetes and high-cholesterol patients during
the first months of their treatment. Businesses
could deliver potential benefits to patients that
may include more accurate assessment of their
condition, more timely treatment and better
adherence to medical regimens. The platform could
also detect adverse events and connection to Pega
pharmacovigilance, to potentially reduce the risk of
patients stopping treatment, provide caregivers with
improved tracking and follow-up on patients, and
help build a stronger patient community through
the sharing of educational content.
POTENTIAL SCENARIO: Home appliances represent
a key opportunity for service providers to develop
a Pega-based support tool for three reasons. First:
convenience. The idea of enabling customers to
turn on their heaters as they leave work (so they
come back to a warm home) is not new, but it’s
only part of a point solution. Second: savings.
Imagine integrating that solution into one that
helps homeowners track energy costs, so they can
intelligently reduce power consumption based on
real-time results. Third: reliability. Imagine being
able to connect sensors into major applications
such as heaters and boilers to identify when they
need servicing, or are simply not running at peak
capacity. Using Pega technology, service providers
can collect the data from all of these sensors and
feed it back into a dashboard homeowners can use
to help track and manage maintenance and repairs,
as well as recommending the best replacement
appliances when upgrades are due.
POTENTIAL SCENARIO: Mobile devices are becoming
integral to business processes, allowing customers
and employees to leverage device-native features
such as cameras and GPS systems to send rich
information about everything from insurance
claims to municipal infractions. Pega Mobile allows
developers to extend Pega applications to mobile
devices, rendering a mobile interface that interacts
directly with the business logic in Pega applications.
Clients across multiple industries are looking at
better engaging with their customers using Pega
Mobile applications, whether employees working at
sites across the world, or upper-level managers.
#techvision2015
16

As they penetrate more industries and prove
their ability to disrupt so many sectors of global
economies, cyber-physical systems such as these are
featuring on more and more boardroom agendas.
The same improvements that manufacturers have
made to drastically improve safety, operational
efficiency and, in some instances, to augment
scalability are now expanding to every industry.
Today’s cyber-physical systems range from chef
robots that can serve a custom burger every 10
seconds to smart-grid technologies that can
identify individual appliances and their discrete
energy consumption—by simply installing a single
device on a smart meter that can read, analyze, and
decipher complex electrical frequencies.
Disruption will begin—as it always does—by changing
users’ expectations of what is possible. The businesses
that proactively alter users’ experiences will be the
disrupters. They will need to ask questions about how
truly intelligent automation will change interactions
with their customers and other stakeholders, as well
as challenging their expectations. Will it open up
new business opportunities? Will it change the
productivity equation in the workplace? Will it
materially change how we plan our use of resources?
Will it simplify our organizational structure?
Beyond question, the platform age is here. Four
out of five respondents (81 percent) in Accenture’s
Technology Vision 2015 survey believe that in the
future industry boundaries will dramatically blur as
platforms reshape industries into interconnected
ecosystems. Industry leaders with staying power
are already moving in this direction and the
increasingly urgent challenge for global players
must now be to quickly determine which platforms
will give their organizations a competitive
advantage—and enable them to define their roles
in the digital economy.
17

Business and technology leaders must
now view software intelligence not as
a pilot or a one-off project, but as an
across-the-board functionality—one
that will drive new levels of evolution
and discovery, propelling innovation
throughout the enterprise.
Intelligent Enterprise:
Huge data, smarter systems—
better business
TREND 4
#techvision2015
18

The smart enterprise is rapidly becoming a reality.
We’ve entered the era of software intelligence—
with applications and tools taking on more
human-like capabilities, driving better informed
decisions, freeing up managers for more strategic
tasks, and propelling innovation throughout the
enterprise. This is emphatically borne out by the
survey findings in the 2015 Accenture Technology
Vision: 91 percent of respondents now believe
software intelligence will be critical to simplifying
IT functions.
Enterprises understand that it is to their strategic
advantage to simplify and streamline many aspects
of their operations. Consider the complexity
being created by rising data volumes. In the
2015 Accenture Technology Vision survey, a
majority of organizations (55 percent) indicate a
significant degree of challenge in managing data.
Out of necessity, increasing numbers of them
are automating many of their tasks to keep up.
For decades, rule-based algorithms have been
the norm to enable businesses to make more
decisions, faster. They help enterprises deal with
their growing data and IT systems by translating
business logic into programmable rules. These types
of algorithms automate basic processes—such as
filtering unwanted email into a spam folder or
monitoring corporate networks for problems—
adding much-needed horsepower to longstanding
data challenges. Rule-based programming continues
to be used by new applications that address
modern technical challenges. Just look at what
is happening in today’s data centers, which are
becoming far larger and more complex than ever in
order to handle Big Data. The setup, configuration,
and management of these massive systems are so
cumbersome that open-source tools are proving
invaluable for automating and simplifying the
necessary IT infrastructure tasks. These types of
solutions provide the speed and scale necessary to
realize and capitalize on data insights throughout
the enterprise.
19

Together, Accenture and Pega are working to
enable the intelligent enterprise. With a focus on
operationalizing Big Data analytics in real time,
Pega provides native adaptors for Big Data sources
such as Hadoop and HANA. More importantly,
Pega helps drive better decision-making by giving
enterprises the ability to leverage predictive and
adaptive models based on data from such sources.
For its part, Accenture’s proven capabilities in
cloud computing, and across the digital realm are
benefiting businesses intent on realizing the vision
of the “exceptionally intelligent organization,”
where competitive edge comes from pervasive use
of data to drive decisions.
REAL-WORLD EXAMPLE: British Airports Authority
(BAA), which runs the UK’s Heathrow airport,
started a major program to replace a number of
aging, custom-built airport operations systems
and comply with forthcoming European Union
regulations. During its initial research, BAA realized
that it could accommodate many of its requirements
not with aviation-specific software, but with
business process management software technology.
Using Pega software, it developed its Airport
Collaborative Decision Management (A-CDM)
system, the first piece in a larger program to
completely replace all operations systems at
Heathrow. The state-of-the-art implementation
addresses real-time optimization of airport
resources to create and manage schedules for flight
turnarounds. The system brings together both
human participants (from multiple organizational
teams and departments) and information systems
to minimize flight turnaround times, saving BAA
and airlines money and improving passenger
satisfaction. Following the implementation of
A-CDM at London’s Heathrow Terminal 5, on-time
departures increased from 60 percent to 85 percent,
while improved resource planning has increased
passenger throughput in the terminal, and increased
the efficiency of overall terminal operations.3
REAL-WORLD EXAMPLE: Accenture and Pega are
helping customer service and retail representatives
of a large NA telco to make more informed
treatment decisions for their customers. By using
adaptive analytics to adjust predictive models in
real time, this is providing proactive, relevant and
personalized treatments. The approach implemented
by Accenture using Pega Marketing is customer
centric and uses call context, customer information
and a set of business rules to determine the one
or many treatments for which each customer is
eligible at the moment of interaction. These are
prioritized and optimized to propose the best
treatment for every customer. The benefits could
include improved cross-sell, upsell and reduced churn.
REAL-WORLD EXAMPLE: Accenture and Pega are
helping a large North American bank to transform
its sales processes to provide better value and
service to customers through sophisticated
decisioning and guided flows. By utilizing advanced
score-carding and analytics to determine the
ideal customer basket that is also risk assessed,
limit allocated and priced, the bank has been able
to develop a highly flexible sales process that
allows for selling and originating products of
varied lifecycles. It has also built a componentized
application that allows for portability of individual
functions across multiple channels.
#techvision2015
20

REAL-WORLD EXAMPLE: Key to ANZ Bank’s growth
strategy is to become a super-regional bank,
expanding across the Asia-Pacific market. To
achieve this, the bank needed to streamline and
industrialize the operational infrastructure required
to provide outstanding customer experience while
efficiently enabling business growth and leveraging
global scale. ANZ is working with Accenture to
deploy solutions that would provide end-to-end
process orchestration, case management and rules-
based decisioning across key operational areas such
as payments operations and commercial servicing.
To support these outcomes, ANZ has designed an
enterprise-wide platform in Pega. Wide-ranging
benefits for ANZ from this implementation include
72 percent year-on-year reduction in resolution
time for payments investigation, 64 percent year-
on-year reduction in payment error rates and
minimizing operational losses.4
Used wisely and carefully, the power of software
intelligence can give companies the operational
excellence and innovative edge they need—because
machines have the speed and scale, and now the
intelligence, to make decisions that will have a real
impact on the business. Companies will start by
automating many of the tedious manual processes
that inhibit agility as they pursue the data-driven
enterprise. And once achieved, they will realize
it is just the beginning—the truly intelligent
enterprise will unlock many more opportunities.
Machine-learning technologies will pave the way
for intelligent software to evolve itself to keep
pace with technology. They will also make novel
discoveries that enable companies to adapt to the
ever-changing digital world. Cognitive computing
will go one step further to capitalize on its unique
reasoning capabilities to address questions that
were once unanswerable due to their ambiguity and
lack of clarity.
Put simply, businesses that harness the power
and potential of software intelligence will run
more efficiently, innovate more rapidly, and serve
customers more effectively. Visionary companies
will find new ways to get smart software out of the
lab and into as many practical scenarios as possible,
thereby spurring innovation and raising the bar of
operating performance across their organizations.
21

The push to go digital is amplifying
the need for humans and machines
to do more, together. Advances in
natural interfaces, wearable devices,
and smart machines will present
new opportunities for companies
to empower their workers through
technology.
Workforce Reimagined:
Collaboration at the
intersection of humans
and machines
TREND 5
#techvision2015
22

From now on, successful businesses will recognize
the benefits of human talent and intelligent
technology working side by side in collaboration—
and they will embrace them both as critical
members of the reimagined workforce. At the
same time, they will identify ways of overcoming
the new challenges that will arise from managing
a collaborative workforce composed of both
people and machines. According to 77 percent of
the executives surveyed for the 2015 Accenture
Technology Vision, within three years companies
will need to focus on training their machines as
much as they do on training their people (e.g.
using intelligent software, algorithms, and machine
learning).
When people and machines work together, they
have the potential to produce better outputs than
either could separately. Businesses must recognize
that technology is no longer just a set of tools—
it is now a partner within the workforce.
The new world we are describing is not limited to
robots that amplify people’s physical capabilities.
Nor is it confined to already familiar devices such
as Android smartphones, Apple watches, and
Fitbit fitness trackers. Rather, it extends to include
a dizzying variety of sensors, voice recognition
systems, and artificial intelligence tools.
This reimagined workforce—one that will enable
more work to be done better—will raise many new
issues. Which jobs should be assigned to humans
and which to humans working with machines?
What governance systems are in place to help us
decide? How do we deliberately and strategically
decentralize decision-making so that machines can
carry more of the load—sometimes literally? How
can the human workforce be trained for this new
blended work environment? How do we rethink the
skills for hiring human talent—should we emphasize
more or less specialized knowledge? Researchers are
continuing to probe into these kinds of questions.
23

For business and IT leaders, however, the biggest
question may be how to recognize and then respond
to the fact that business processes—indeed, the entire
value chain of business operations—are starting to shift
from a labor-driven and technology-enabled paradigm
to a digital-driven and human-enabled model.
As machines and humans work ever more closely
together, systems that can support this intersection
are in high demand. We’re already seeing how
Pega 7’s unified platform can enable enterprises to
leverage the best of case management, decisioning,
and business process management capabilities to
improve the collaboration of humans and machine
to get “work” done.
REAL-WORLD EXAMPLE: Accenture is working with
a government entity to deploy an online system that
captures citizens’ requests via a variety of digital
channels. This helps it be more responsive to citizens’
needs in issues as varied as answering simple
questions, logging requests for road repair, and
identifying public safety and health concerns. The
government in turn can analyze requests to quickly
identify which are most pressing and which require
more detailed information to be provided online.
REAL-WORLD EXAMPLE: Accenture developed a
software solution (Network Deployment Optimizer)
on Pega’s foundation to optimize deployment and
activation of new network rollouts for fixed and
mobile telecom operators and network equipment
providers. The process of rolling out new network
capabilities involves many manual tasks, approval
steps, and activities that are often outsourced to
third-party companies. Telecom operators and network
equipment providers need solutions to industrialize
the end-to-end rollout process, minimizing user
touchpoints and enforcing business rules via strong
workflow/process automation to improve the overall
data quality. End-to-end control down to site level
is essential in order to monitor progress and KPIs,
proactively address issues that arise, reduce roadblocks,
optimize the process and increase efficiency.
The Network Deployment Optimizer is a cloud solution
(as-a-service or on-premise) incorporating a central
operational view that acts as a “single version of the
truth” for all participants, accessible through both
desktop and mobile devices with real-time processing
in order to apply role-based access to specific tasks.
The solution, which is also powered by a business-
rule engine to create workflow logic and milestone
measurements across rollout projects, enables
management of complex processes with a
decomposition into simpler specialized, interdependent
activities. It allows the site or network elements
geolocation with map view and can leverage a large
degree of flexibility to integrate with external
systems, using several types of protocols such as
ERP, Document Management System and Network
Inventory. The Network Deployment Optimizer also
offers a comprehensive and flexible UI dashboard
to report and alert on deadlines, costs and vendor
performance, with data-browsing in multiple
dimensions enriched by social collaboration features.
Leading companies are already beginning to explore
the world of the augmented workforce. They are
starting to think about the combinations of intelligent
technology and training that can enable and optimize
human-machine efforts, accomplishing more than
either could on their own. They are looking anew at
core business activities to identify those tasks that
can be better suited to involving machines. And
they are beginning to give thought to what type
of people they should be hiring in the future.
Human and machine, each on its own, won’t be
enough to drive business in the decades to come.
Tomorrow’s leading enterprises will be those that
reimagine their workforce and effectively blend
humans and technology as partners.
#techvision2015
24

25

CONCLUSION
Becoming a digital business is no
longer simply about incorporating
these technologies into an
organization—it’s about using digital
technology to weave businesses into
the broader digital fabric that extends
to customers, partners, employees,
and industries.
Implications
#techvision2015
26

The findings in Accenture’s Technology Vision 2015
are extremely significant. They show that large
enterprises have moved into the driver’s seat of the
digital economy. Two years ago, the Technology
Vision signaled that “Every business was becoming
a digital business” and chronicled many of the
characteristics needed to excel in this new digital
era. In 2014, the report declared that “Big is the
Next Big Thing”—meaning that large and often
long-established companies were starting to use
technology as a driving force for how they grow.
And that’s precisely what we’re seeing now. These
new “digerati,” with their deep resources, huge
scale, and process discipline, are busily rewriting
much of the digital playbook. They’re not waiting
for the next wave of technology to wash over them.
Nor are they waiting to see what Google, Facebook
or Pinterest are doing. Crucially, many of their new
moves are directed externally—no longer toward
improvements in their current operations and
business processes, but rather geared to leveraging
a broader ecosystem of digital businesses as they
conceive and plan for the next generation of
products, services, and business models.
Leading companies are no longer thinking solely
about using technology to transform themselves
into digital businesses. They’re envisioning how
they could combine their industry expertise with
the power of digital technology to reshape their
markets and define their new roles in a “We
Economy.” The vital questions are now: How will
your organization exercise its digital advantage?
What will your company do to grow and expand to
take on greater challenges? And—ultimately—what
will our future be, together, as enterprises in the
“We Economy?”
27
ACCENTURE TECHNOLOGY VISION 2015

Copyright © 2015 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
This document makes descriptive reference to
trademarks that may be owned by others. The
use of such trademarks herein is not an assertion
of ownership of such trademarks by Accenture
and is not intended to represent or imply the
existence of an association between Accenture
and the lawful owners of such trademarks.
15-2199U/9-8922
For more information:
David Steuer
Managing Director
Global Pega Practice Lead, Accenture
david.h.steuer@accenture.com
www.accenture.com/pega
Notes
1
©2015 Pegasystems Inc. PegaWORLD 2014
Presentation: How OnStar is Leveraging Business
Driven Decisioning in Telematics to Improve
Customer Experiences in Vehicles—See more at:
http://www.pega.com/insights/resources/pw-2014-
presentation-how-onstar-leveraging-business-
driven-decisioning-telematics;
Video: http://www.pega.com/insights/resources/
pw-2014-video-how-onstar-leveraging-business-
driven-decisioning-telematics
2
© Copyright IDC. Source: “IDC Predictions 2015:
Accelerating Innovation—and Growth—on the 3rd
Platform,” December 2014, Doc # 252700.
http://www.idc.com/getdoc.jsp?containerId=252700
3
©2015 Pegasystems Inc. Best Practice Insight Case
Study: BAA,” MWD Advisors, February 2011.
https://www.pega.com/sites/default/files/bpm_bpi_
casestudy_BAA_2011.pdf
4
©2015 Pegasystems Inc.
Video: http://www.pega.com/insights/resources/
anz-enabling-super-regional-operations
© Australia and New Zealand Banking Group Limited
(ANZ) 2015, Investor Update, June 2014.
http://www.anz.com/resources/f/f/ff73f3d6-2d35-
4300-8099-6bd7bb585bc5/investor-update-2014.
pdf?MOD=AJPERES
About Accenture
Accenture is a global management consulting,
technology services and outsourcing company,
with more than 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
Aug. 31, 2014. Its home page is www.accenture.com.
CONTACT

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