Pivot to the Future

Discovering Value and Creating Growth in a Disrupted World


By Omar Abbosh

By Paul Nunes

By Larry Downes

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The proven, effective strategy for reinventing your business in the age of ever-present disruption

Disruption by digital technologies? That’s not a new story. But what is new is the “wise pivot,” a replicable strategy for harnessing disruption to survive, grow, and be relevant to the future. It’s a strategy for perpetual reinvention across the old, now, and new elements of any business.

Rapid recent advances in technology are forcing leaders in every business to rethink long-held beliefs about how to adapt to emerging technologies and new markets. What has become abundantly clear: in the digital age, conventional wisdom about business transformation no longer works, if it ever did.

Based on Accenture’s own experience of reinventing itself in the face of disruption, the company’s real world client work, and a rigorous two-year study of thousands of businesses across 30 industries, Pivot to the Future reveals methodical and bold moves for finding and releasing new sources of trapped value-unlocked by bridging the gap between what is technologically possible and how technologies are being used. The freed value enables companies to simultaneously reinvent their legacy, and current and new businesses.

Pivot to the Future is for leaders who seek to turn the existential threats of today and tomorrow into sustainable growth, with the courage to understand that a wise pivot strategy is not a one-time event, but a commitment to a future of perpetual reinvention, where one pivot is followed by the next and the next.



Becoming an Engine of Continuous and Perpetual Reinvention

In my thirty-five years at Accenture, I have witnessed firsthand numerous changes, but the greatest are happening right now. The waves of epic disruption that started about five years ago are fueling a digital revolution, which, most agree, stands to be even more significant than the industrial revolution.

Successfully navigating the seas of change is not for the timid. It takes a “rethink” as epic as the disruptive forces. It requires wisdom to strike the delicate balance between maintaining course and speed, creating investment capacity, and continuing to invest in your core business—while at the same time venturing into new business frontiers and profitably scaling innovations to propel growth.

And it takes courage.

Leaders must be willing to fight the urge to prematurely abandon their aging businesses. They must reengage their “cash cows,” finding new growth with innovation. And they must become even more ambitious in scaling their emerging businesses. On top of that, they must inspire an entire organization to come along with them as they embrace constant change.

How do we know all of this? Because Accenture faced potentially destructive waves capable of capsizing us and making us less relevant. Our leaders knew we couldn’t stand still as a steady wind of innovations swept in. We had to reinvent ourselves.

This book, co-authored by the captain of our own strategies to harness disruption and thrive in the new, Omar Abbosh, along with two of his colleagues, Paul Nunes and Larry Downes, is about realities.

Omar understands change because, with me, he orchestrated the pivot at Accenture, driving us to turbocharge our culture of innovation and perpetual reinvention. Accenture has industrialized these abilities and is passing the lessons along to multiple clients. Their stories are brought home in this book through more than a hundred case study examples that serve as proof that the “wise pivot” is indeed a winning strategy not just for Accenture, but also for businesses that span many industries and geographies.

Let me shed some light on how we learned from experience. In the early 2010s, we recognized that professional services and outsourcing would eventually become commoditized. There were many good players in the market, and we knew we would face big challenges in continuing to differentiate ourselves. Basic technology skills once in short supply were quickly becoming widely available.

So we invested in five up-and-coming digital capabilities with the potential to deliver major benefits to our clients and high growth for us: interactive, mobile, analytics, cloud, and cybersecurity.

But that was not enough. I am an economist by training and temperament, so early on in our journey I developed a new tool to measure the progress of our pivot. We had to develop a way to encourage constant change and know what was working, so that once we became leaders in these chosen categories, we would continue leading. We asked again and again one simple question: What is our revenue and growth rate in the “new”? Meaning, for us at the time, our five new capabilities.

By the end of fiscal year 2017, sales in these five areas had increased to more than 50 percent of Accenture’s total revenues. By the end of fiscal 2018, they had grown above 60 percent. As we began to experience dramatic growth, we started sharing these metrics with our investors. That way, they could see that as our legacy core offerings began to slow, we were more than making up for them with new sustainable revenue sources. And because we were not disrupted by technology change but were instead fueled by it, we proved our potential to continue growing in the future.

We were building an engine of constant change, investing billions of dollars back into the business and driving the most significant pivot in the history of the consulting and technology services industry. In fact, since 2014 we have hired an additional 154,000 people, grown revenue by $10 billion, and our market value has nearly doubled to above $100 billion.

Accenture’s own pivot challenged many core beliefs of our proud corporate culture. But the results speak for themselves. And as Omar, Paul, and Larry make clear in these pages, any business can execute a wise pivot.

To be perfectly honest, I wish I’d had the kind of specific, practical strategies this book offers when I came to Accenture thirty-five years ago. It pulls back the curtain to reveal the how and why of our own wise pivot into the future. And it illustrates that instead of fearing disruption, companies can discover value and drive the new growth needed to pivot wisely and thrive in the digital revolution.

Now it’s your turn.

Pierre Nanterme

Former Chairman and Chief Executive Officer




THE CEO OF a large professional services firm might have been slightly amused by the irony of the situation, if the problem wasn’t as serious as he had come to realize. He and his colleagues had spent decades advising companies around the world on how to move forward as disruption upended one industry after another. Now, as digital technologies, including broadband internet, cloud services, and mobile devices proliferated, his own core consulting business was getting squeezed on both ends.

From the bottom, high-quality providers in India were offering global customers low-cost outsourcing for application development and other technology services long important to his company’s business; and they were starting to move into higher value-add services that directly competed with his company. From the top, hardware giants and software platform providers were leveraging proprietary software products to convert themselves into massive services companies, threatening to interfere with strategic relationships his company had nurtured with senior executives across the Global Fortune 500.

Out on the horizon, gathering storm clouds of emerging technologies, including web- and mobile-based digital technologies and collaborative social media, were closing in quickly and ominously, with the potential to disrupt, well, everything. Economies of scale for technology-based platforms, for example, could soon make it possible for software products to displace large numbers of expert professionals.

Even as the company’s existing markets faced stalled or declining growth, new value in emerging technology businesses was being picked off by others. The opportunity was there, and right in the company’s wheelhouse. But management couldn’t reach it. It was as if the value were somehow trapped.

What was needed was not just a new strategy, but a new approach to strategy: One that enabled the company to make the most of new technologies, turning them from disruptive threats to profitable opportunities. One that would let the company do so faster all the time.

To thrive, the company would have to out-innovate the fastest-moving companies and disrupt its own core business before someone else did it to them.

That potentially disrupted company a few years back, 2014 to be precise, was Accenture, the home of your three authors: Omar Abbosh, Paul Nunes, and Larry Downes. This book originated with Accenture’s experiences not only in reinventing itself, but also in reinventing the very idea of reinvention as essential and possible amid constant technological disruption.

To accelerate growth today and establish leadership in tomorrow’s opportunities, Accenture would need to remake its business. We would need to systematically reinvest in our core assets—including our people, our intellectual property, our culture, and our information systems—all of which were already facing strong headwinds.

Having done so, our key insight was that in the face of predictable unpredictability, a single large-scale “transformation” just doesn’t cut it. Reviewing the history of business success and failure over the past half century, we concluded instead that the only solution to continuous and potentially devastating change is constant reinvention, rearchitecting the business in a way that allowed us to pivot from one opportunity to the next, quickly and efficiently.

Specifically, Accenture would need to balance its strategic initiatives around three distinct stages in the business lifecycle: mature products and services approaching obsolescence (the old); today’s most profitable offerings (the now); and leading-edge ventures targeted at the immediate future (the new).

We would need to grow profits in all stages, releasing value already there but which had become trapped. We would need to continually pivot the business around a fulcrum of core assets, shifting from one stage to the next, reacting quickly as market conditions changed and technology disruptors emerged—an approach to business value creation we came to call the “wise pivot.”

As part of Accenture’s own wise pivot, our internal think tank, Accenture Research, conducted more than two years of research on how technology was impacting businesses of all sizes, old and new, across industries and geographies.

We wanted to understand three things: which industries were vulnerable to disruption; how successful companies find their value opportunities; and how leading organizations pivot in response to disruptive change. We also wanted to see how leaders manage to expand growth in legacy businesses while also moving rapidly into new businesses that quickly achieved the scale needed to capture profits.

So far, we’ve performed economic research and case analysis of over three thousand of the largest companies by revenue across twenty major industry segments, determining both the drivers of disruption and the new strategies leading companies have developed to make the most of them.

In addition, we surveyed or spoke with thousands of executives to gather their perspectives. All that research was validated by hands-on experience working with clients across industries to help them make the kind of strategic pivots we executed for our own business.

Throughout the book, we will be referring to the findings of our research, including insights from detailed case studies and from our engagement with leading businesses. To learn more about how the work was conducted, and to read our latest thinking, please visit our website: https://www.accenture.com/us-en/innovation-architecture-accenture-research.

Our study of the inspiring and sometimes sobering stories of renowned leaders in industries as different as retail, manufacturing, financial services, and consumer products revealed, as in our own experience, that exploiting disruption requires more than just vision.

It calls for, among other things, bold technology leadership driven by senior executives, the creation and acquisition of promising disruptive businesses, and a coordinated process that retrains employees and rebalances assets from one stage of the business lifecycle to the next.

These critical elements are more than just aspirations. They are imperatives that must be translated into new digital-age strategies and executed precisely, using the kind of guerilla tactics favored by disruptive start-ups.

Developing new strategies that unlock trapped value, executing simultaneously in the old, the now, and the new, and repeatedly refocusing the business around a core of old and new assets—these are the elements of the wise pivot.

Any business can execute its own wise pivot and turn existential threats into golden opportunities by freeing trapped value. But make no mistake: This is not an undertaking for the faint of heart. In markets driven by continuous technology-based change—increasingly, all of them—one pivot is followed by the next and the next, demanding a strategic approach that doesn’t fight the tide as much as it surfs waves of disruption.

The wise pivot crosses businesses and time frames, releasing value already there but currently trapped. Through interconnected, rolling strategies that operate within and between the lifecycle stages—the old, the now, and the new—leaders continually reallocate assets and investments to balance all three. This assures continued revenue from core assets that may be nearing the end of their life and generates profits needed to invest in the future as the business and its people move quickly through the now, and arrive sustainably at the new.

Instead of exploiting core assets—products, customers, and technologies—the wise pivot rotates around those assets, spinning into control rather than out of it:

THE OLDEven as customers and markets shift faster all the time, sustaining the enterprise still requires intense focus on today’s core offerings and the revenues they generate. If you prematurely exit or just plain starve still-viable but mature products and technologies, you forsake additional profits essential for investments in the future. Executives who master the wise pivot apply new technologies to old offerings, restarting growth that can fuel a pivot to the future.

THE NOW—Masters of the wise pivot continue to invest strategically in their most successful products and services with the expectation of accelerating revenue growth and profits even more quickly. Here too, infusions of new technology and innovation can enhance business opportunities and may even lead to new directions for core businesses; directions unforeseen or overlooked in a rush to get to the new.

THE NEW—The wise pivot requires careful planning and insight into the timing of the next disruption. Success may come only after a series of spectacular failures, as was the case, for example, with digital books and digital music services. The key is to minimize your failures, while getting to the new profitably and at scale. The right combination of input technology prices and component availability, along with a commitment and ability to grow rapidly when markets take off, must be made to align perfectly.

In our experience, few enterprises are prepared to embrace the new, even when it’s clear the core business is running out of steam. Oil companies know their long-term future will not be based entirely on fossil fuels, but what then? As automobiles become self-driving, likewise, auto insurance companies need to find new things to insure. Each enterprise must find its own route to the new, preserving those aspects of the company’s core, such as its culture, that made it successful in the first place.

Even when the path looks clear, pivoting to the new is fraught with obstacles. We regularly hear from leaders of the companies we work with that they lack the resources to invest in the new, let alone scale ventures rapidly, having committed all their assets to maintaining today’s core.

Even if sufficient capital can be freed up, inertia may still hold back real change. Today’s processes and IT systems, after all, have been optimized, sometimes over decades, to support the core. They are literally hard-coded to implement a strategy perhaps long forgotten. These corporate “antibodies” may unintentionally destroy initiatives with the potential to lead managers to the future. The old wakes up every morning determined to kill the new.

The solution requires a reallocation of resources driven from the top: the CEO, CFO, and other members of the executive team. Consider the courageous decisions of Microsoft CEO Satya Nadella. After previous efforts to compete in social media and smartphones generated disappointing results, Nadella decided to pivot elsewhere.

The company moved from standalone Windows to cloud computing, seeing that as their best route to a new core. To take on fast-growing Amazon Web Services (AWS), Nadella led the company in a number of acquisitions to support its “cloud-first, AI-first” mission. Since the launch of Microsoft Azure in 2010, its commercial cloud business has delivered more than $23 billion in revenue, with a gross margin of 57 percent in fiscal year 2018.

Microsoft recently invested $7.5 billion to acquire open-source software development platform GitHub, further extending its status as one of the world’s leading cloud-computing vendors. Microsoft is gearing toward its “next new,” building an AI powerhouse with its eight-thousand-employee-strong AI and research division.

As that example makes clear, a wise pivot likewise requires radical approaches to growing new businesses quickly. To truly profit from disruption, an enterprise must be prepared to manage increasingly short windows of profitability, scaling up rapidly as customers embrace the new all at once, then scaling down nearly as fast when demand declines.

To achieve scale quickly, managers need early access to emerging technologies and the relationships to exploit them when the timing is right. To gain needed market and technology insights, the wise pivot relies heavily on experimentation and and early investment. That can take many forms, including internal start-ups nurtured in facilities known as “incubators” or investments in outside incubators sponsored by multiple businesses, known as “accelerators.”

Businesses facing disruption have also launched and formalized corporate venture capital funds that give them partial ownership of start-ups developing relevant technologies. But in some cases, the best way to ensure rapid scale in new markets is simply to acquire start-ups that have already developed new products and customer relationships.

Consider the elegant pivot of Dutch consumer products giant Royal Philips. The company recognized in the early 2000s that over the course of a decade or less, LED (light-emitting diode) technology would become better, cheaper, and more sustainable than traditional incandescent lighting—a category Philips helped invent and that had given it a competitive advantage for over a century.

Leveraging the company’s old assets in manufacturing, distribution, and marketing, the company made strategic short-term investments in the compact fluorescent lightbulb (CFL)—an interim improved lighting technology—even as it quickly ramped up its research, development, and investments in LEDs. As it sold off the assets of the incandescent business to competitors, Philips was ready to enter the LED market as a service provider, offering one of the first programmable lighting systems based on its proprietary Hue technology.

All the while, the company was investing in and expanding its health technologies business, which ultimately became its new core. Then, after a hundred years in lighting, Philips largely exited the business. It saw its future elsewhere and, thanks to careful planning in its old and now, it had the innovation, finances, and talent to rotate successfully to the new.

Or look at Amazon, which leveraged its success in selling books to successfully enter the e-book market with its Kindle product, despite having almost no previous experience in consumer electronics. Amazon began by increasing investments in key technologies, including storage, display, battery, and networking, that had failed to deliver winning products for earlier, competing readers.

Once these technologies matured enough to be combined in an effective and affordable product, Amazon leveraged its knowledge of the book industry, along with its expertise in retailing and its powerful customer base, to enter the market quickly with a product that finally met consumer needs.

The company was at the same time planning its next “new,” finding other uses for the skills, relationships, and technologies it had developed to support its high-volume retailing platform.

Leveraging these core assets, Amazon turned its IT infrastructure into a service for others; first for smaller retailers it hosted on its platform and then, as it scaled up, as the cloud-based hosting business Amazon Web Services. Offering business users convenience and substantial cost savings, AWS exploded into a nearly $20 billion business in the course of a decade.

Finally, consider the wise pivot of Netflix, which began as a DVD-by-mail service for renting movies. Even while the company launched its service—ultimately deadly to traditional rental businesses like Blockbuster and West Coast Video—CEO Reed Hastings was preparing the organization to move to the “new”: streaming a subscription-based digital video service over increasingly ubiquitous high-capacity broadband networks.

Capturing and analyzing customer data in the streaming business was in turn an essential pivot to get the company to its next new: the creation of original programming. The inference engine the company built gave it deep insights into customers’ viewing habits and preferences, helping jump-start its dramatic and successful entry into its new business as a major video studio, outpacing incumbents that had been producing video content for decades if not longer. In 2018, the company topped traditional and new media company competitors with the most Emmy nominations of any studio.

For Netflix, balancing investments in all three lifecycle stages required delicate and constant shifts in strategy, not all of them executed perfectly. For example, while relentlessly improving the operating efficiency of the still-viable DVD delivery business to sustain revenue as most customers shifted to the streaming service, Hastings tried to separate the two businesses—prematurely, as it turned out. Customers revolted against new pricing plans, and Netflix quickly undid the change.

Likewise, as the streaming market rapidly became crowded with competing products from incumbents and new entrants, Netflix continued to invest in digital compression and other optimizing technologies; it knew its technical platform would be the cornerstone for distribution of its soon-to-arrive original content.

Finally, in today’s new, Netflix relies on a deep, data-driven relationship with its more than one hundred million global subscribers. Rejecting the old blockbuster, intuition-based model of Hollywood, Netflix has applied a scientific approach to developing and promoting original content, scaling it up quickly to keep a growing list of competitors throughout the supply chain continually off guard.

These cases make it clear that the wise pivot doesn’t simply balance unrelated investments across the three lifecycle stages of a company’s businesses. It discovers valuable synergies between them—some planned, some totally serendipitous.

While building our future AI practice, for example, Accenture discovered innovative ways to automate the tedious and error-prone process of software testing, a key component of our business at the time. These new tools exponentially improved both the efficiency and reliability of the process, improving the performance of our business in the now.

Competitors may have viewed this development as cannibalizing the valuable expertise Accenture had spent decades developing. We saw instead the opportunity to release trapped value growing in an inefficient, expensive, and labor-intensive process that AI was now capable of automating. Rather than wait for others to target that value, we did it ourselves.

Sooner rather than later, we knew, AI would transform testing, if not by Accenture, then perhaps by someone else without a legacy practice to protect. As we worked to pivot our testing experts into other fields, the wise pivot breathed new life—and new profits—into a fading business.

As this last example suggests, mastering a wise pivot requires a constant and courageous rotation through the old, the now, and the new. The new eventually (perhaps quickly) becomes the old, and the cycle continues. Over- or underinvesting in any one stage is a constant risk, one that can prove catastrophic. Leaders must revisit the ratios of investment in each, keeping them in balance in the face of sometimes unpredictable disruption from outside. In effect, they create a triangle of balance, pivoting from one to another.

In the pages to come we will explore in detail the winning strategies of companies old and new that are thriving under constant competitive threat and ceaseless technological change. And we will look closely at the tools and tactics they have devised to sustain growth in an age of continuous disruption.

The key finding of our research is that there is a growing gap between what is technologically possible and what companies actually do with that potential. The mismatch is generating rich stores of trapped value, fueled by continuing improvements in the speed, size, power, price, and efficiency of digital technologies.

Despite this opportunity, in many industries we have studied, the top incumbents are no longer growing profits, even as technology-based innovation is creating vast amounts of new value. Someone else, often a new entrant, is finding and capturing that value.

The wise pivot is driven by a deep understanding of the obstacles that increasingly prevent older businesses from keeping up. It offers strategies for reversing that trend, turning core capabilities and resources from aging assets into engines of faster growth.

The opportunities for discovering and releasing trapped value are great, but the time available to find and release it is growing shorter with each new generation of disruptors. Our research revealed four distinct areas where trapped value accumulates, each attracting different kinds of competitors and new entrants.

How to find and capture that value is the topic we explore first.

part one


chapter 1


Turning Disruption into Opportunity

WHAT HAPPENS WHEN new and fast-improving technologies create opportunities to unleash untapped sources of revenue, some of them long trapped by market inefficiencies? As digital components become relentlessly better, cheaper, and smaller, that’s a question companies of all sizes and in every industry will need to answer, and almost certainly sooner than they think.

That’s because technology is increasingly creating the tools your competitors—incumbents and entrepreneurs alike—are using to build new digital products and services that target and release latent demand and serve unmet needs. We call that potential revenue “trapped value.” If you don’t get to it before others, you may find not just your future growth disrupted, but today’s businesses as well. That disruption may happen quickly or slowly but, either way, it’s likely to have already started.

Trapped value to entrepreneurs is like honey to bears. It attracts new sources of capital investment and new entrants eager to experiment in your markets and collaborate with your customers, suppliers, and other stakeholders. They are happy to share the value they release, developing new kinds of business relationships and new approaches to strategy and execution that are upending much of the conventional wisdom of management thinking.


  • "Omar and the team at Accenture have written a wonderful book that outlines what it takes to succeed in a world changed-and super-charged-by technology-based disruption."—Satya Nadella, CEO,Microsoft
  • "For any of us that are trying to build long-standing, sustainable businesses-which is hard-the most important thing is to listen carefully to what your customers want from you and then move quickly to innovate to improve the customer experience. Omar and his colleagues provide practical information and real-world examples that will be useful to companies looking to embrace change and adopt strategies and technologies to keep reinventing and iterating their customer experiences."—Andy Jassy, CEO,Amazon Web Services (AWS)
  • "In Pivot to the Future, Omar Abbosh and his coauthors make a powerful case that successful innovation is a long-term game that requires constant pivots to evolve and change. Pivot to the Future will excite, energize, and empower leaders, helping them innovate intelligently, keep moving forward, and always be future-ready."—Michael Dell, Chairman and CEO,Dell Technologies
  • "Every company is seeking to reinvent itself. Pivot to the Future provides powerful and stimulating concepts, ideas, and examples that can help guide these efforts. A must read for anyone who is looking for help on the journey!!"—Hubert Joly, chairmanand CEO, Best Buy
  • "We all face disruptive transformations fueled by digital technologies. Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World is an invaluable testimony on how Accenture very successfully transformed and adapted. It takes more than a new strategy, it takes a new approach to strategy. It is a well-structured guide on how to 'wisely' pivot a business towards new opportunities in the digital age and definitely a must-read."—Jean-Pascal Tricoire, chairman and CEO, Schneider Electric
  • "The 'wise pivot' concept is a powerful framework that can shape top leadership teams' decisions around digital strategies and new operating models. With the help of Omar, we used that framework to develop a digital strategy that strikes the balance between growing our core business and shaping new ways of operating."—Giovanni Caforio,CEO, Bristol-Myers Squibb
  • "We'd better be ready for disruption. I like the strategies I'm seeing for unlocking trapped value and simultaneously reinventing legacy, current, and new areas of a business. I think they could go a long way in helping us-and other companies-get there."—John Pettigrew, CEO, NationalGrid
  • "We are facing a period of disruption, the like of which I have not witnessed in my career. It has the potential to obsolete businesses and destroy industries. Even the disrupters are being disrupted! As Pivot to the Future argues compellingly, traditional strategies are no longer enough. From their own experience, the authors reveal that reinvention must now be a constant, and must address not only the legacy businesses but pivot into new, scalable businesses. This requires organizations to embrace both technological and cultural change, and take bold moves from an outside in perspective. Change should be measured across three horizons: the old, the now, and the new. I recommend this book to those of you who have stepped up to this exciting challenge, understand the magnitude of what is required, and are keen to learn from their peers."—Gordon Cairns, chairman of Woolworths Group and chairman of Origin Energy
  • "Pivot to the Future-finally-presents a much-needed perspective that reinvigorates tired and outdated concepts of strategy. Instead of building an advantage and defending it, it shows how organizations can release waves of competitive advantage by freeing up trapped value. Instead of innovation for the Next Big Thing, this book shows how innovation plays a role in businesses at every stage. And instead of theorizing, it draws on a real-world journey to figure all this out."—Rita McGrath, bestselling author of The End of Competitive Advantage and professor at Columbia Business School
  • "Pivot to the Future helps decision makers break free from traditional, linear thinking and immediate concerns in order to win in the Fourth Industrial Revolution by leveraging disruption rather than fearing it."—Klaus Schwab, founder and executive chairman, World Economic Forum
  • "The authors succeed in going beyond the theory of disruption-sharing the experiences of those businesses who have successfully pivoted themselves. With case studies and lessons learned, Pivot to the Future provides an invaluable tool for reinvention."—Luis Maroto, president and CEO, Amadeus
  • "The great opportunity of the digital era is to release trapped value from the legacy processes that encumber it. Pivot to the Future offers business leaders a much-needed focus on these opportunities which are often hidden in plain sight. It provides a playbook on how to win-and keep winning-in the digital revolution."—Geoffrey Moore, author of Crossing the Chasm and Zone to Win
  • "Pivot to the Future is timely, insightful, and practical. Just think about the pivot to additive and digital manufacturing that is getting started now, and you'll know how important this book is. A must-read for anyone who cares about the longevity of their firm and their career."—Richard D'Aveni, author of The Pan-industrial Revolution: How New Manufacturing Titans Will Transform the World and Bakala Professor of Strategy, Tuck School of Business, Dartmouth
  • "We no longer live in a world of digital divide. The winner takes all markets ahead will create a disruption unlike no other. Winners must make bold and wise pivots required for success. This book illustrates and proves with examples that span multiple industries why incremental innovation is not enough. When the iPhone came out, it destroyed twenty-seven business models and over 10,000 products. THAT is disruption. And that's why we need the kind of advice I'm seeing in this timely book."—R "Ray" Wang, principal analyst and founder, Constellation Research, Inc.
  • "If companies do not learn to innovate and-as Accenture puts it, pivot wisely-they risk irrelevance. But when you combine the ability to pivot with the ability to partner with startups, other companies, universities, and research centers, you're on your way to sustainable growth."—Francesco Starace, CEO, Enel
  • "Businesses are experiencing technological and consumer-behavior shifts of unprecedented magnitude, so 'conventional' doesn't cut it any more. Accenture's leaders clearly get this. But what really counts is that the authors don't just tell us what's wrong, they outline a powerful framework for success."—Patrick Koller, CEO, Faurecia
  • "New technologies like Internet of Things, 5G, big data, and artificial intelligence are already leading us into the next industrial revolution, and Pivot to the Future helps business leaders to turn these 'disruptions' into opportunities in the intelligence era."—Yuanqing Yang, chairman and CEO, Lenovo
  • "When the literature on this subject can hardly keep up with what's going on, it's refreshing to read a succinct work with a unique perspective that cuts to the chase on how companies big and small can not only survive, but really thrive, in these complex, challenging, and incredibly exciting times. The dozens of case studies supporting Accenture's singular vision not only bring this fascinating topic to life, but also underpin and validate the need to pivot where others fear to tread."—Antonio Huertas, chairman and CEO, MAPFRE
  • "At a time where business leaders are searching for value and growth, Omar and his coauthors have given us a blueprint of how this can be done by pivoting existing businesses and also leveraging technology and change to pivot to the new. And for those simply seeking a good read, there is a lot of very interesting historical business context and analysis."—Alistair Phillips-Davies, CEO, SSE plc
  • "Society is being transformed, and it won't stop. Incrementalism no longer cuts it. Ever-evolving digital technologies require a fundamental shift in attitude. Companies must continuously pivot to the new. But as profit windows shorten and one pivot follows the next, the opportunities are vast. Abbosh, Nunes, and Downes explain with some humility how Accenture, where they work, itself learned hard lessons about continuous transformation. Pivot to the Future offers deep insight into how to manage the twists and turns."—David Kirkpatrick, founder and editor-in-Chief, Techonomy Media
  • "In this age of lurching change, strategic agility has become the defining signature of the winners. Pivot to the Future captures it well. The book is not shy about common missteps CEOs can make and properly emphasizes honing leadership skills to be bold, be courageous, move mindsets, and build teams that execute with a sense of purpose. I saw the essence of the book being discussed by a group of CEOs and many of them commented on how enriched and energized they felt. This book is a must-read for those CEOs who seek to become the disruptors -not the disrupted."—Fred Hassan, author of Reinvent: A Leader's Playbook for Serial Success, former chairman and CEO, Schering-Plough, and current senior advisor with Warburg Pincus
  • "Deutsche Telekom weathered multiple waves of change. And I agree that reinvention can never be complete--it must be ongoing, and therefore organizations must embed a replicable process to encourage it."—Timotheus Höttges, Chief Executive Officer, Deutsche Telekom AG
  • "An excellent book that should be consulted often in these times of constant change and opportunities that require studied transformational plans."—Miguel Angel Gutierrez, YPF, President

On Sale
Apr 23, 2019
Page Count
288 pages

Omar Abbosh

About the Author

Omar Abbosh is group chief executive of Accenture’s Communications, Media & Technology operating group and is a member of Accenture’s Global Management Committee. He has served as the global client lead for leading multinational companies where he advised client executives on major strategic issues for their businesses. Mr. Abbosh joined Accenture in 1989 and became a partner in 1998. He holds a degree in electronic engineering from Cambridge University and a master’s degree in business administration from INSEAD.

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Paul Nunes

About the Author

Paul Nunes is the global managing director for thought leadership at Accenture Research and leads the company’s principle business research programs that shape its strategic vision. He is coauthor of three books, Big Bang Disruption: Strategy in the Age of Devastating Innovation (2014). He has written for MIT Sloan Management Review, Fast Company, Conference Board Review, The European Business Review, Rotman, Strategy and Leadership, and Wired. Nunes’ research findings have been featured in the New York Times, Wall Street Journal, USA Today, BusinessWeek.com, Forbes.com, Inc.com, CFO, CIO, CIO Insight, Los Angeles Times, and Chicago Tribune.

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Larry Downes

About the Author

Larry Downes is an Internet industry analyst and author on developing business strategies in the age of disruptive innovation. He is the co-author of Big Bang Disruption and author of New York Times business best-seller, Unleashing the Killer App: Digital Strategies for Market Dominance, (1998) which was named by The Wall Street Journal as one of the five most important books ever published on business and technology. He is a columnist on innovation for both The Washington Post and Forbes and writes regularly for Harvard Business Review. Downes has held faculty appointments at the University of Chicago Booth School of Business, Northwestern University School of Law, and the University of California-Berkeley’s Haas School of Business, where he was Associate Dean of the School of Information. Since 2014, he has served as project director at the Georgetown Center for Business and Public Policy.

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