Changing the game The future of Telecommunications, Media & Technology (TMT)

Transcription

1 Changing the game The future of Telecommunications, Media & Technology (TMT) Wilson Chow Global and China/Hong Kong TMT Leader November 2017

2 We are on the verge of another major DISRUPTION Emergence of cross-industry ecosystems Auto Healthcare Industrial products Financial services Technology enablement Robotics AI IoT 3D printing Blockchain Changes in Workforce and Business processes Adoption of Cloud Enhanced automation Reshaping workforce The Next Wave Seamless connectivity Adoption of 5G technology Internet connected devices Smart Nation/City 2

3 and it s hard to know in which vertical(s) it will appear Estimated size of selected growth markets globally (Verticals) US$ bn, , ehealth Smart Home Service Assurance Smart Transportation Cities Sources: IDC, Ovum, Technavio, MarketsAndMarkets, GSMA, Grand View Research, Navigant Research, Mind Commerce, s Strategy& analysis 3

4 TMT trends are driving CHANGES 1 Uncertainty in regulatory outlook 2 Pace of changes in technology 3 Data is the New business currency 4 Shift from products to services and focus on customer experience 4

5 #1. Global legislative and regulatory landscape Changing data privacy/cyber security regulations Immigration reform in US/Brexit Capital market 5

6 #2. Fast pace of technological change reshape competition 6

7 reshape labor force 7

8 all industries and businesses will be impacted Healthcare Banking and capital markets Industrial manufacturing Public Sector Retail and Consumer Aerospace and defense Private company industries Automotive Technology Transportation and logistics Communications Pharma and life sciences Power and utilities Private equity Entertainment and media 8

9 PE/VC funding Powerhouse of innovation AI $1.69B 2. IoT $1.44B 3. VR $823M 9

10 #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 10

11 #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: Creates better customer experiences Generates new revenue streams Permits flexibility 11

12 Embracing emerging technology to enhance Customer Experience Google Comcast Disney Amazon Google developing next mobile OS with AI-powered features including Copy Less and Computer Vision designed to extract data and images to streamline consumer experience. Comcast invests in X1 Platform, a cloudbased operating system to deliver a personalized entertainment experience across all devices. Disney s patent-pending 3D printer claiming speeds 100 times faster than leading technologies. Uses include theme park visitor figurines as well as costumes and props for movies. Cloud 3D printing Amazon investing in IoT voice-led operating system to enable smart devices. Partnerships with automakers to appliance manufacturers to embed technology in things. Artificial intelligence/ automation Internet of Things Technology transforming business models Augmented reality/ Virtual reality Big data/data analytics LA-based VR start-up, planning to open a VR multiplex this year that will allow consumers to become immersed in a personalized entertainment experience. Cyber security Access not ownership Twitter released Anti-Harassment toolbox last in 2016 to make the Internet safe for Twitter users. Consumer behavior shifts driving streaming E&M including a boom in SVOD providers with Netflix at the lead. IBM SlamTracker is the premier scoring application for tennis matches which provides real-time scores, statistics, and point-by-point analysis. Dreamscape Twitter Netflix IBM 12

13 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? 13

14 Thank you! This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors PricewaterhouseCoopers LLP. All rights reserved. In this document, refers to PricewaterhouseCoopers LLP which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. HK C1