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Automation for the nation
Q&A with Marcus Porter, new PwC Partner and co-founder of Unite
PwC Partner Marcus Porter discusses what’s holding businesses back from achieving true technology transformation, and the opportunities associated with automation.
Legacy technologies, under-investment and data integration are major commercial issues, and a lack of digital skills within organisation are holding back the transformation efforts of the private and public sector alike.
Perhaps that's why more than three-quarters (76%) of all respondents to PwC's recent Digital IQ Survey say they expect to grow revenue from digital technology, though a mere 4% expect the result to be an increase in profits.
Something is clearly missing in the strategy, design or execution stages of these digital projects, and it means many aren't seeing any return so far from their transformation efforts.
To get an inside look on how organisations can manage their technology project pain points, we sat down with Marcus Porter, new PwC Technology Consulting Partner, and co-founder of Unite – a digital strategy and development business recently acquired by PwC.
Q: What are some of the biggest challenges organisations are facing getting their technology projects off the ground?
Building on momentum – many organisations, whether they're from the private or public sector, struggle to achieve those early wins, and once achieved struggle to embed the results across the organisation. There are several reasons for this, ranging from dependency on key personnel to transformation ambitions exceeding time and quality constraints.
Through the acquisition of Unite, we now have the skills to help organisations 'sustain through integration and automation'. We're working in complex environments, moving some or all applications to the cloud, and systematically replacing manual processes by leveraging the benefits of automation technology – creating agility to lower costs and increase revenues. Leveraging technology appropriately helps sustain short-term wins and build confidence within the organisation that transformation objectives are being met over time.
However, for transformation to work, you need organisation alignment – in terms of practices, processes and by bringing in the wider team. It's easy to achieve small wins and minor benefits through the project environment; it's harder but more substantial to change the culture of your organisation to ensure the people and the processes that are needed to sustain larger growth are there.
Q: Where are they falling short?
Some organisations try and move with technology first, but their old behaviours are the same. Technology automation can do things in minutes where it used to take hours; but if you don't migrate your culture with the technology, your manual processes and governance are still the same, meaning you lose the benefits
By starting small with technology transformation, realising the benefits and industrialising it through people and process, you can integrate and automate. When you do that, the transformation culture of the organisation becomes more embedded.
Q: What role does strategy play in all of this?
There are always so many of drivers when it comes to technology projects, but by isolating the true priorities, you can then try to build an environment where you can focus on key, customer-driven metrics.
For example, if you're trying to focus on financial drivers, your goal might be simplifying the cost of IT or move capital cost to an Opex cost. In that instance, your priorities might be to focus on leveraging cloud technologies on a more sustainable basis and industrialising that.
If the driver is external – say creating a more digital environment for customers – it's about understanding the value of the data you have as an organisation and learning how you expose your customers to your digital environment. The priorities, then, are likely to be understanding what really differentiates you, what your customer or partner needs, and how the two overlap.
While both of these examples focus on different drivers, in both instances, it's about isolating the priorities and starting to move towards automated platforms that expose those benefits.
Q: We know technology is moving quickly. How do organisations look ahead without making knee-jerk investments?
New Zealand needs a structured solution to technology transformation. It was in this year's PwC CEO Survey that 84% of New Zealand's CEOs said they're concerned about technological change. In fact, 41% of them said they believe their industry will be completely reshaped by technology over the next five years.
At this pace of change, it's no surprise that yesterday's technology investments aren't quite cutting it – but it also suggests there's still time for a small-steps approach.
By implementing incrementally, technological change is more measurable, manageable and scalable. You can find out what works and what doesn't, so the huge task of technological transformation is more sustainable and achievable.
Q: Lastly, can you tell us more about the acquisition of Unite and what clients can expect now you're part of PwC?
At PwC, we're recognised as a consulting brand – a group of people organisations can turn to for technology consultation and advice. What we have the ability to do now is bring more of the design, execution and support elements of technology transformation to the table.
We've completed the circle, I think, and become truly end to end. We can ensure nothing is lost in translation between the strategy, design, execution and support stages. We can deliver on each of those areas for our clients and lead with other third parties in a constructive engagement focused on outcomes for the client.
We're also bringing a more global footprint to New Zealand businesses, which includes access to offshore service distribution and delivery services, and leveraging the relationships with our Australian and South East Asia partners.
It's our vision to deliver technology consulting through a wider resource and skill capability outside of New Zealand. Having seen first-hand with Unite what's possible in New Zealand, it's exciting to consider what can be done to help organisations with the wider PwC network behind us.
Find out more about PwC's Technology offering
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