Accenture The Productivity Push

The productivity push
Powering the UK’s performance with five digital capabilities

The productivity challenge
UK productivity has disappointed for more than a decade. This is not the technical preserve of
economists; it’s a predicament that weighs on business competitiveness, living standards and the
UK’s standing in the world. Questions around how we can boost productivity have commanded
countless column inches over recent years—but little progress has been made. And with kickstarting
economic growth and growing labour supply limitations in the spotlight, the onus today is on the
executives and boards of UK companies to boost output per worker. This does not mean working
people harder—many employees are already feeling fatigued and overwhelmed as we move from
one crisis to another. Instead, it means using technology to help people work smarter. And we must
act fast—neither companies nor the country can afford to wait.

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So, what’s the solution? Impactful new research from Accenture and Frontier Realising this potential is not a walk in the park. These capabilities rely as much on
Economics finds that by building five digital capabilities, UK companies could add human ingenuity as they do on technology—so creating a culture of change to enable
£33 billion to national output in 2030. This means adding 1.5pp to growth—more employees to reimagine their work and investing in upskilling cannot be overlooked.
than doubling the forecast rate of economic expansion. Spanning the value chain, Organisations and their delivery partners must also overcome a vicious, failure-inducing
these capabilities are enabling leading organisations to adopt and exploit a new wave cycle that impedes digital transformation projects: weak ambition, anaemic investment
of technologies, such as machine learning and extended reality, which help workers and tentative delivery. But by confronting and dismantling these barriers, organisations
overcome the time, distance and knowledge gaps that weigh on productivity. can unlock the power of digital to boost competitiveness and drive growth.
Figure 1: Five digital capabilities
01 02 03 04 05
High-performance Intelligent Rapid Customer-led Physical asset
processes operations innovation design optimisation
Capability
Raising performance through Driving employee engagement Reimagining what you make Improving the customer Increasing asset reliability,
more intuitive, data-driven and productivity through and how using the combined experience through technology boosting profitability and
management processes. data-enabled, flexible power of data and digital. platforms that combine human reducing risk through
operating models. and AI-powered insights. self-optimising operations.
37% 27% 14% 13% 9%

GVA impact
% Total
Financial services; Agriculture, forestry and fishing; ICT; Arts, entertainment Wholesale and retail trade; Health; Manufacturing; Construction;
Key areas of
opportunity
Public administration and defence; Construction; Education and recreation; Utilities Accommodation and food services Transportation and storage
Professional services

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How to turn digital potential

into productivity

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Across all industries, expectations of business continue Meanwhile, economic headwinds are gathering pace: UK productivity
to grow to deliver better products, services and content, is weak and may even be in decline.i Little wonder that 81% of the
325 UK executives we surveyed earlier this year said they expect
but more sustainably. To provide their people with the next three years will represent the most challenging operating
agency and purpose—as well as salaries which keep environment they’ve faced.ii
pace with the surging cost of living. And to maintain the
Boosting competitiveness is critical if UK businesses are to meet
speed and scale of business transformation sparked by this challenge. Cutting costs, especially in today’s high-inflation
the COVID-19 pandemic. environment is one option, but this needs to be weighed against the
renewed drive for resilience following recent (and ongoing) supply
chain and energy shocks. Actually, a more pragmatic solution is
boosting employee productivity. This doesn’t mean working your
people harder—the adrenaline rush of recent high-energy sprints has
faded. As we move from one crisis to another, many employees are
feeling overwhelmed and fatigued. Instead, businesses must ask how
they can help their people work smarter.
Digitisation is a rich potential source of efficiency. From call centre

staff using artificial intelligence (AI) to better understand customer
needs to engineers identifying a machine malfunction faster by
studying its digital twin, to new hires getting up to speed quicker
through extended reality training, digitisation can—if backed by
commensurate investment in training—save your people time. Time
that can be spent doing more and higher value-added activities.

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GVA growth with

digitisation
2.8%
But why then, despite massive investment in digital over recent years, have
promised productivity gains failed to materialise? Research from the OECD
pinpoints a lack of complementary digital capabilities as one cause.iii It finds that
a group of highly productive ‘superstar’ organisations moved quickly to build the
capabilities needed to translate investment into adoption and unlock the power Equivalent to
£33 billion
of digitisation. Moreover if slower-moving competitors fail to adapt, they may miss +1.5pp
out on the productivity premium the superstars enjoy as a new wave of advanced
technologies appear.
Working with Frontier Economics, we designed a model to quantify the impact

additional output
of mitigating these digital capability gaps between companies. We asked
what would happen to national competitiveness if all UK businesses built
five digital capabilities across the value chain: high-performance processes;
intelligent operations; rapid innovation; customer-led design; and physical asset Baseline GVA
growth
1.3%
optimisation. Our analysis finds that this would more than double UK gross
value added (GVA) growth in 2030: from 1.3% on current estimates to 2.8%.
And at a time when real wages are falling, it’s notable that 74% of these returns
accrue to labour in the form of higher wages commensurate with the higher
value-added activities these workers can take on.
The potential of digitisation to drive productivity has disappointed for too long.
A recent study found that 97% of executives believe digital transformation efforts
are failing to drive new growth.iv As UK businesses look beyond the current
economic doldrums, the five digital capabilities we’ve identified present an
opportunity to sustain the entrepreneurial spirit stimulated by the pandemic Source: Frontier Economics, Accenture Research
and boost national competitiveness.

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Economic headwinds
become a gale

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UK businesses are under severe pressure. Data from the November Accenture/S&P Business Outlook finds that net
Energy and transportation costs have +18% of UK private sector firms forecast activity to increase over the next
12 months. This is the lowest since the survey began in October 2009, and
risen, supply chains are gummed up, the
continues a decline from +28% in July and +56% in February. Respondents
labour market remains tight (for now), also reported a negative outlook for profits: falling to -13% over the quarter,
sterling has dropped sharply and inflation from -2% in July and +24% in February. This, in turn, has seen companies
further rein in their CAPEX (-6.9%) and R&D investment (-8.0%) plans.
is hovering around a 40-year high, sending
the cost of finance soaring. With the Bank Brexit and the COVID-19 pandemic have undoubtedly added complexity,
of England forecasting a recession lasting at least in the short term. The widely applauded response to the pandemic
raised expectations of how quickly and efficiently businesses could
well into 2024 and consumer confidence
reinvent themselves. But in the shadow of the Ukraine war, hopes that
at its lowest since 1974, executives business would be able to maintain its pace of transformation feel
are understandably concerned.v, vi increasingly unrealistic.
Supply chain delaysvii Job vacanciesviii Inflationix
66% 1.27million 10%

Proportion of businesses surveyed job vacancies in ‘historically Expected rate of inflation
by SAP which have experienced tight labour market.’ for ‘the next few months.’
delays in production of
goods/delivery of services.

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Tech investment is falling short

Figure 2: Labour productivity; % growth in output per hour 2010-2020
It’s worth noting, though, that competitiveness concerns precede the

recent shocks to the UK economy. In the decade to 2020 following the
financial crisis, UK output per hour (a measure of labour productivity) grew
by 7.4%, compared with 9.4% in the G7 and 12.6% across the OECD.x UK 7.4
This relative underperformance can be explained in part by low levels
of business investment. In the late 1990s, business investment in the UK G7 9.4
was on a par with France, Germany and the US at approximately 10%
(as a proportion of GDP). Today, while other countries have stepped up
their investment levels, the UK has broadly maintained its low level of OECD 12.6
investment and is now lagging behind global competitors.xi UK investment Source: OECD
in information and communications technologies (ICT) is similarly weak at

just half the rate of France and the United States.xii
This shortfall highlights a clear solution. A new wave of Figure 3: Business investment; % GDP; 1997-2021
technologies, from machine learning and digital twins to
cloud computing and extended reality, is helping companies 16%
overcome the constraints that held back economic and societal

growth and development. These technologies allow companies
to push past existing boundaries by compressing time (e.g.
12%
gaining new skills or prototyping), distance (both physical
and cultural) and knowledge (i.e. discovering new ideas).
A recent Accenture paper found that those companies which stepped 8%
up their tech investment during the pandemic are growing revenues
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
five times as fast as peers who did the opposite.xiii Investment in digital
therefore offers an opportunity for bold, innovative UK companies to boost France United States Germany United Kingdom
their competitiveness. Source: Oxford Economics

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How digital adoption and

exploitation impacts productivity

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Investment is only one half of the digital transformation equation. The other half is with Frontier Economics to understand their potential to drive worker efficiency
adoption—a critical driver of change which is too often overlooked.xiv A company (see Appendix for further detail). Pervasive development of these capabilities
can buy the most advanced system or machine available, but if it’s not being used could produce big rewards of up to £33 billion in additional output in 2030,
it won’t boost competitiveness. The full potential of technology can only be equivalent to an increase in UK GVA growth from 1.3% to 2.8% (see Figure 4).
realised when matched with relevant human skills. This potent combination
enables new capabilities that unlock worker productivity—both physically and More importantly, given the current context of falling real wages, most
cognitively. of these potential returns accrue to labour. Our model shows that
the gross operating surplus (GOS) of UK companies could be £8.7
To estimate the potential returns to the organisations that build the five key billion higher in 2030. This means that the remaining 74% of the GVA
digital capabilities—high-performance processes; intelligent operations; rapid increase goes to wages due to worker time being freed up to tackle
innovation; customer-led design; and physical asset optimisation—we worked higher value-added activities—and being paid more as a result.
Figure 4:
UK businesses harnessing digital capabilities to augment their workers could unlock £33 billion in additional GVA in 2030
Equivalent to
£33 billion
GVA growth with digitisation 2.8%
1.5pp
Baseline GVA growth 1.3%
additional output
Source: Frontier Economics, Accenture Research

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Why the impact of digitisation might be even greater
The £33 billion potential boost to GVA is significant. To put it into context, this figure is more than double what the UK government estimates
a free trade agreement between the UK and the United States could generate—an increase in trade between both countries is estimated
to generate £15.3 billion in approximately 15 years.xv
However, the true figure may be higher for several reasons:
New technologies Some tasks or even Technology can drive There are capabilities
(or uses of existing roles can be automated, productive efficiencies in beyond the five that
technologies) may freeing up even more the ways in which capital and we modelled that
emerge over the worker time for higher labour are used in tandem could be digitised.
forecast period. value-added activities. (i.e. Total Factor Productivity).

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[F = M x A] The force of change inThe
the productivity
travel experience
push
Some of the UK’s largest Figure 5:
industries have the most Additional GVA growth in 2030 by industry and digital capability; overall (GBP billion, 2022 prices)
and as a share of industry GVA
to gain
At a more granular level the model shows 2.1%
that the impact of technology adoption isn’t
1.5%
uniform across industries (see Figure 5).
2.3%
The overall size of the impact is largely explained 1.8%

by the size of the industry (e.g. the current GVA of
1.4%
professional and administrative services is much
larger than accommodation and food service 1.1%
activities). Even accounting for size though, some 1.6%

of the largest industries in the UK—financial
1.2%
services (2.3%), ICT (2.1%) and manufacturing
(1.8%)—could see the biggest increases in GVA. 0.8%
1.5%
We also see significant variation in terms of GVA
0.8%
uplift by digital capability. This is explained by
1.1%
the mix of job roles within different industries.
For example, companies in manufacturing rely 0.6%
heavily on fixed assets (such as machinery) so
0.9%
could benefit relatively more from physical asset 2.2%
optimisation. By contrast, companies in industries
pushing the digital frontier forwards, like ICT, stand
to gain relatively more from rapid innovation.

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A closer look at the

five digital capabilities

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Figure 6:
Our model covers the broad value chains of Additional GVA growth in 2030 by digital capabilities (GBP billion)
most UK companies—from how new products

and services are developed to how customers 05
Physical asset optimisation
interact with them.
High-performance processes are the capability with the strongest £3.1bn 01

potential to drive enhanced competitiveness across UK businesses 04
Customer-led High-performance
(£12.4 billion), which reflects the importance of services to the UK
design £12.4bn processes
economy. This is followed by intelligent operations (£8.8 billion) £4.1bn
which offers comparatively strong potential to boost competitiveness
across all industries.
By contrast, physical asset optimisation (£3.1 billion) offers a much

smaller potential uplift. Some industries could benefit significantly 03 £4.7bn
from building this digital capability, but they account for a relatively Rapid innovation
smaller share of UK economic output.
£8.8bn
02
Intelligent
operations

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01 High-performance processes
Driving performance through more intuitive,

data-driven management processes.
Management processes govern how things get done. They determine

how an organisation interacts with its different business units. They
improve the flow of data—relating to everything from employees and
suppliers to marketing and manufacturing—to improve interactions
between people, processes and technology. For example, human
capital management systems can boost efficiency in everything from
employee communications to payroll.
To drive higher performance process management, leading

organisations mine process data and judiciously automate to ensure
consistent performance. This offers a host of benefits from better
resource management and more efficient operations to reducing
mistakes and better-quality customer service.

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Figure 7:
Industry view Proportion of total industry GVA growth in 2030 associated with high-performance processes
Companies in knowledge industries, which rely on information Financial services 66%

flowing quickly and seamlessly across business units, stand to gain
the most from building this digital capability. In financial services, Public admin and defence 45%
this area accounts for 66% of total GVA gains, followed by public
administration (45%), professional services (43%) and ICT (35%). Professional services 43%
However, it also offers significant efficiency gains for companies in
less knowledge-intensive industries, like manufacturing and utilities ICT 35%
(30% and 29% respectively).
Other services 31%
Health 31%
Manufacturing 30%
Utilities 29%
Education 29%
Wholesale and retail trade 29%
Transportation and storage 26%
Arts, entertainment
and recreation
25%
Accommodation
and food services
24%
Construction 20%
Agriculture, forestry
and fishing
9%

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Capability in action
A global bank was struggling with high operating costs and low
profitability in its car loans business. It identified inefficiencies in the
approval process at car dealerships: the process was lengthy, manual
and involved high commission rates. Up to 50% of applications were
rejected due to manual errors or the failure of the applicant to meet
financial requirements.
The bank engaged Accenture to reduce back-office costs and

improve the efficiency of its auto loans process by integrating the
entire origination process. We developed a new digital business
experience which virtually eliminates manual transactions,
redundancies, paper and human errors. It also allows all key
stakeholders to view the status of the application in real time from
anywhere (via a mobile app).
These new capabilities helped the bank grow car loan sales by 50%
as well as reduce total costs by double-digits (in percentage terms).xvi

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02 Intelligent operations
Driving employee engagement and productivity
through data-enabled, flexible operating models.
From marketing and logistics to procurement and production,

business operations are increasingly recognised not simply as
costs of doing business but as key drivers of revenue growth. This
evolution is underpinned by the adoption of new technologies
that drive efficiency and insights and boost worker capabilities.
For example, digital procurement systems can mitigate risk, inform
decision-making, boost sustainability and reduce costs.
An Accenture study which segmented companies into four levels

of digital operational maturity found that the most advanced—the
‘future-ready’ organisations—enjoy a 2.8x corporate profitability
premium and 1.7x higher efficiency compared with peers. These
organisations are differentiated by their adoption of digital
practices including scaling with AI, agile ‘human + machine’
workforce strategies and the pervasive use of analytics to drive
better decision-making.xvii

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Figure 8:
Industry view Proportion of total industry GVA growth in 2030 associated with intelligent operations
Intelligent operations accounts for 27% of the potential gains in Agriculture, forestry
and fishing
46%
GVA from our digitisation model. Among the UK’s larger sectors,
the GVA gains in manufacturing—£1.4bn or 32% of total industry Construction 40%
uplift—reflect the potential of technologies like robotics to boost
efficiency on assembly lines. The relative increases in efficiency Education 36%
associated with this capability are also the largest in agriculture,
forestry and fishing (46%), construction (40%), education (36%),
transport and storage (34%), and accommodation and food
Accommodation 33%
services (33%). and food services
Utilities 32%
Manufacturing 32%
Health 31%
Public admin and defence 28%
Other services 27%
Professional services 26%
Arts, entertainment 25%
and recreation
ICT 24%
Financial services 17%

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Thames Water serves 15 million people across London and

the surrounding area and schedules over 700,000 repair and
maintenance jobs a year. However, contact centre and field
teams didn’t have a complete view of the available information
due to a fragmented legacy IT estate. This had a negative
impact on customer service.
Thames Water engaged Accenture to design and implement

a single data-driven, end-to-end solution consolidating
13 existing systems across the customer services, work
scheduling and dispatch, and field engineer teams. Previously
manual processes are automated to improve accuracy and
efficiency of the field engineer work schedule and provide
clear visibility of all work in the system to enable data-driven
decision-making. The impact on customer experience is
impressive: key customer touch point success rates rose from
63% to 96%, and complaints are down by 70%.xviii

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03 Rapid innovation
Reimagining what you make and how using
the combined power of data and digital.
Companies can turbocharge innovation to improve speed-to-market

across the product lifecycle, from design and engineering, sourcing
and supply to manufacture, service, return and renewal. And they
can do this while boosting resilience, productivity and sustainability.
For example, digitising engineering and product data, and building
full digital twins underpinned with AI, can reduce time-to-market by
up to 40%.xix
However, as a percentage of GDP, UK spend on R&D (1.7%) has

stagnated over the past 20 years, well below levels in France (2.2%)
and Germany (3.2%).xx Accenture analysis found that only 22% of
large industrial organisations globally are successfully scaling digital
innovation—i.e. they translate successful digital proofs of concept
into growth and profitability.xxi

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03
Figure 9:
Industry view Proportion of total industry GVA growth in 2030 associated with rapid innovation
In our model, rapid product and service innovation accounts ICT 31%
for 14% of total GVA uplift. This more than doubles to 31%
(or £1.6 billion) in ICT. Companies in this industry not only drive Arts, entertainment 16%
and recreation
the technology frontier forward but stand to benefit most
from technologies which support rapid experimentation and Education 16%
prototyping like 3D printing and extended reality. Digital twins
and robotics could also help to boost GVA in industries like
utilities (15%) and manufacturing (12%). Utilities 15%
Health 12%
Manufacturing 12%
Other services 9%
Construction 6%
Accommodation 3%
and food services
Agriculture, forestry 2%
and fishing

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BMW produces 2.5 million vehicles per year, of which 99% are
custom. To boost the precision, speed and efficiency of its
planning processes, BMW is working with software company
Nvidia to build a digital twin. In this photorealistic ‘future factory,’
people and robots work together and engineers collaborate in a
shared virtual space.
The platform boosts worker efficiency in several ways. For example,

it allows people in different locations to work together in a virtual
setting to plan and optimise details of a process or production
system before they’re implemented. This also makes it easier
to discuss and integrate changes with suppliers. Implementing
any changes live should speed up decision-making by allowing
production planners to visualise the entire planning lifecycle in
every factory.xxii, xxiii

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04 Customer-led design
Improving the customer experience through
technology platforms which combine human
and AI-powered insights.
At a time when consumer choice has never been higher—and

the cost of switching to a new brand never lower—customer
experience has become a vital source of differentiation.
However, many businesses are struggling to keep pace. A
recent Accenture study found that a staggering 92% of UK
executives think their customers are changing faster than their
businesses can keep up.xxiv
The digitisation of customer experience can narrow this gap by

helping organisations understand their customers better—and
respond to their needs and wants more quickly. For example,
layering AI over a robust, unified customer data platform helps
agents offer more personalised, precise and empathetic care—
and helps chatbots surface better recommendations.

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Figure 10:
Industry view Proportion of total industry GVA growth in 2030 associated with customer-led design
Customer-led design accounts for just 13% of the potential gains in GVA. Wholesale and retail trade 40%
However, this climbs significantly in tertiary (customer-facing) industries.
For example, this capability accounts for an outsized proportion of the Arts, entertainment
and recreation
30%
total uplift in wholesale and retail trade (40%), arts, entertainment and
recreation (30%) and health (24%). In these industries, workers using
Other services 27%
tech like AI can optimise recommendations, offer individually tailored
Health 24%
experiences and reduce friction in the customer journey.
Accommodation
and food services
18%
By contrast, the relative impact of customer-led design in secondary
industries like construction (3%) and manufacturing (5%) is much lower. Education 17%
Agriculture, forestry 10%
and fishing
ICT 8%
Utilities 6%
Manufacturing 5%
Construction 3%

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A global pharmaceutical company wanted to drive growth across

its global footprint. It pinpointed the need to improve marketing
efficiency through greater messaging consistency, maximising the
reuse of assets and reducing costs. However, this had to be achieved
within the complex regulatory and compliance environment of life
sciences.
The company partnered with Accenture to build a fully personalised,

data-driven, experience-led marketing capability. This was deployed
in 40 markets with the ability to surface more than 200 pieces of
content at any given time through an ‘always-on’ global delivery
framework. The impact includes a 3-5% uplift in revenue through
greater speed-to-market and cost savings of £30 million over
three years.

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05 Physical asset optimisation

Increasing asset reliability, boosting profitability
and reducing risk through self-optimising
operations.
Too many companies still rely on reactive physical asset

management: an asset works until it doesn’t, at which point it is
fixed or replaced. The result is unplanned downtime, leading to
disappointed customers and higher maintenance costs.
By contrast, digital (or intelligent) asset management—

underpinned by technologies like the internet of things (IoT) and
data analytics—streamlines workflows and delivers more resilient
operations. It moves the company onto a more proactive footing,
helping to solve underlying problems—rather than treating
symptoms—and reduces both costs and environmental impact
along the way. Companies working with Accenture and SAP in
this area have improved maintenance productivity by up to 25%
through standardised processes and increased the speed of
workflow execution by up to 30%.xxv

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Figure 11:
Industry view Proportion of total industry GVA growth in 2030 associated with physical asset optimisation
At 9%, the uplift in GVA associated with physical asset performance Agriculture, forestry
and fishing 34%
is the smallest of the five digital capabilities included in our model.
However, this naturally increases for more asset-intensive industries. Construction 31%
It accounts for a third of the uplift in agriculture, forestry and fishing
(34%) where unplanned asset downtime might result, for example,
in shortened harvest periods and therefore reduced output.
Construction (31%), manufacturing (22%) and utilities (18%) are
Accommodation
and food services
22%
other industries which stand to gain significantly more than average Manufacturing 22%
from building this capability.
Utilities 18%
Other services 6%
Arts, entertainment
and recreation
4%
ICT 3%
Education 2%
Health 2%
This approach was developed in collaboration with Frontier Economics Source: Frontier Economics, Accenture Research

29
Coriance is a French energy company that supplies heat

to residential, social and commercial buildings, and sells
electricity to state-owned utility EDF. The company wanted
to improve efficiency to fund investments in renewable
energy production. For example, engineers had to manually
enter data into complex spreadsheets, making it impossible
to analyse power meter data from one centralised location,
let alone use it to improve asset performance, increase
power production or adjust it to avoid problems.
Coriance engaged Accenture to digitally upgrade and

modernise its operations. This included the development
of an intelligent data visualisation dashboard—a predictive
platform which gives engineers real-time insight into all
aspects of asset performance across Coriance’s power
plant systems. This helps the company to optimise
asset performance as workers can quickly spot and
act on opportunities for operational improvement and
cost savings, and it immediately flags discrepancies at
substations and heating networks.xxvi

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Three barriers to realising

the potential of digital

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The business (and economic) case for building these five digital capabilities is clear. The key question is what’s holding
organisations back from seizing the opportunity to maximise the potential of digitisation and boost competitiveness?
Our extensive work on digital transformation across the UK and beyond highlights three key barriers to overcome.
Ambition Investment Delivery

Many UK leadership teams and boards simply don’t The old delivery model of high upfront costs, The success of digital transformation is patchy—it seems good
understand the art of the possible when it comes distant returns, weak execution and fragmented in-house leadership is not enough. Indeed, research indicates
to digitisation and are therefore failing to set the accountability is rightly challenged by investors. that just one-in-eight companies meet their own expectations
ambition needed. Too often, digital expertise—and The once fashionable alternative proof of when digitising business processes and services.xxvii This is
the capacity to fully grasp its potential—remain siloed concept model rarely delivers meaningful often because investments in upskilling, relative to those in
in the IT department or niche operational capabilities. impact as changing a business at scale is hard technology, are deprioritised. We see organisations tackling
By contrast, leading organisations develop enterprise- to do. We see successful organisations building this execution risk by looking not at what potential partners
wide digital transformation strategies informed both ‘value roadmaps’ informed by real examples. promise, but at what they have done to ensure investment
by the value peers achieve with digital and their These give the staged outcomes and scope leads to adoption and efficiency gains. We also see clients
approaches for doing so. This allows them to set needed to build confidence while informing moving away from theoretical best of breed approaches;
direction for their businesses and people built on investments and risk, and retaining clarity, they increasingly recognise that when they fragment
informed ambition. on the path to a scaled end point. accountability, they are left carrying all the delivery risk.
In truth, many companies face a vicious circle of productivity paralysis where failures in each of these three areas reinforce
a position of weak ambition, anaemic investment and tentative delivery. But when the cycle is reversed, they unlock bold
ambition, strong investment and confident delivery.

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Learn more
We’d be delighted to discuss our findings in To understand how Accenture can help your business build and strengthen each of
more detail with you—and to consider the art the five digital capabilities, follow the links below:
of the possible in the unique context of your

High-performance processes
organisation. Driving performance through more intuitive, data-driven management processes.
Ultimately though, whoever you choose to partner with, the time for Intelligent operations
bemoaning the UK’s stagnant productivity is over. Executives and Driving employee engagement and productivity through data-enabled, flexible
boards must finally realise the untapped potential of digital to boost operating models.
not only the competitiveness of their organisations but also living
standards and the UK’s standing on the world stage. Rapid innovation
Reimagining what you make and how using the combined power of data and digital.
Customer-led design
Improving the customer experience through technology platforms which combine
human and AI-powered insights.
Physical asset optimisation

Increasing asset reliability, boosting profitability and reducing risk through self-
optimising operations.

33
Modelling methodology
1. 2. 3. 4. 5.
Identify work activities Assess the Estimate Allocate gains Translate efficiency
to augment digitisation impact efficiency gains to five capabilities gains into output
• We assume that enhancing • We examine the extent • Based on the frequency • Five digital capabilities • We use a standard
work activities that are both to which the abilities to of a given work activity are identified as being economic growth model
important and require a high perform an activity can be that workers within both important for modified to include
level of proficiency (top 10%) augmented by digitisation specific occupations productivity and ripe for technology as a factor
within a given occupation at three levels: low (50%), typically perform (from transformation. of production to convert
(‘IHP occupations’) lead medium (75%) and high O*NET), we estimate • We then assess the the time savings into
to a significant boost in (100%). the efficiency gains in proportion of efficiency additional GVA gain.
productivity. • This allows us to calculate terms of time savings. gains across the five • We derive Gross Operating
• Using the O*NET database, we an ‘enhanceablility ratio’ for capabilities by job roles. Surplus from the GVA gain
classify 384 occupations out all activities within each of using standard deflators
of 968 as IHP occupations. the IHP occupations. sourced from the OECD.
Time saved per working day Converting time savings across

Statistician Example activity: ‘Analyse data or information’ is 67% enhanceable. all occupations, we estimate the
An ability of deductive reasoning is highly enhanceable, while written UK GVA increase in 2030.
2 hours 15 mins
comprehension is medium.
£33 billion
Rail-track Example activity: ‘Handling and moving objects’ is 39% enhanceable.
43 mins
operator An ability of multilimb coordination has low enhanceability.
annual GVA gain
This approach was developed in collaboration with Frontier Economics

34
Authors & Project team
Authors Project team Frontier Economics
Jonathan Keane Meher Anand Federico Cilauro

Strategy Lead
Accenture UK & Ireland Ellen Bencard Gonçalo Lebre de Freitas
[email protected]
Xiao Chang
Richard Postance Holly Cheung

Client and Transformation Lead
Accenture UK & Ireland Vivienne McLaughlin
[email protected]
Chris Tomsovic
Dominic King
Research Lead
Accenture UK & Ireland
[email protected]
Ladan Davarzani
Senior Principal
Accenture Research
[email protected]

35
References
xiv Harvard Business Review, ‘HBS Professor Linda Hill Says Leaders Must Engage with Emotions
i The Economist, ‘The missing pandemic innovation boom,’ October 28, 2022. as Never Before,’ March 11, 2022.
ii Accenture global executive survey of 3,450 respondents conducted in June 2022. xv Department for International Trade, ‘UK-US Free Trade Agreement,’ July 18, 2019.
iii OECD, ‘Digitalisation and productivity: a story of complementarities,’ 2019. xvi Accenture, ‘The future of auto finance: a smoother ride,’ 2022.
iv Accenture, 'The life centricity playbook,’ 2022. xvii Accenture, ‘Fast-track to future-ready,’ 2021.
v Dearbail Jordan & Michael Race, BBC, 'Bank of England warns the UK will fall into recession this year,’ 2022. xviii Accenture, ‘Thames Water digitises operations,’ 2022.
vi Financial Times, ‘UK consumer confidence hits record low as household mood darkens,’ 2022. xix Accenture, ‘Engineering and R&D digitization.’
vii SAP, ‘Supply Chain Crisis: Over 85% Of UK Businesses Plan To Move From ‘Just In Time’ To xx OECD, 'Gross domestic spending on R&D,’ accessed August 22, 2022.
‘Just In Case’ Model,’ June 8, 2022.
xxi Accenture, ‘Scale digital innovation like a Champion,’ April 1, 2019.
viii ONS, ‘Vacancies and jobs in the UK: September 2022,’ September 13, 2022.
xxii Nvidia, ‘NVIDIA, BMW Blend Reality, Virtual Worlds to Demonstrate Factory of the Future,’ April 13, 2021.
ix Bank of England, ‘When will inflation come down?’ September 23, 2022.
xxiii BMW Group, ‘BMW Group and NVIDIA take virtual factory planning to the next level,’ April 13, 2021.
x OECD, ‘GDP per hour worked,’ accessed August 22, 2022.
xxiv Accenture, ‘The human paradox: From customer centricity to life centricity,’ July 26, 2022.
xi Oxford Economics, ‘Investment, private sector business’ and GDP,’ accessed October 19, 2022.
xxv Accenture, ‘You'll reclaim the IT and Ops gap with intelligent assets,’ June 13, 2022.
xii OECD, ‘Investment as a share of GDP,’ 2017.
xxvi Accenture, ‘Warming up to becoming data-driven,’ 2022.
xiii Accenture, ‘Make the leap, take the lead,’ 2021.
xxvii Bruce Rogers, Forbes, ‘Why 84% Of Companies Fail At Digital Transformation,’ January 7, 2016.

36
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Accenture The Productivity Push

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The productivity push

Powering the UK’s performance with five digital capabilities

The productivity challenge

Figure 1: Five digital capabilities

37% 27% 14% 13% 9%

How to turn digital potential

Digitisation is a rich potential source of efficiency. From call centre

GVA growth with

Working with Frontier Economics, we designed a model to quantify the impact

and boost national competitiveness.

Supply chain delaysvii Job vacanciesviii Inflationix

66% 1.27million 10%

Tech investment is falling short

It’s worth noting, though, that competitiveness concerns precede the

in information and communications technologies (ICT) is similarly weak at

overcome the constraints that held back economic and societal

A recent Accenture paper found that those companies which stepped 8%

up their tech investment during the pandemic are growing revenues

How digital adoption and

Source: Frontier Economics, Accenture Research

Why the impact of digitisation might be even greater

However, the true figure may be higher for several reasons:

Some of the UK’s largest Figure 5:

The overall size of the impact is largely explained 1.8%

activities). Even accounting for size though, some 1.6%

Source: Frontier Economics, Accenture Research

A closer look at the

most UK companies—from how new products

High-performance processes are the capability with the strongest £3.1bn 01

By contrast, physical asset optimisation (£3.1 billion) offers a much

Driving performance through more intuitive,

Management processes govern how things get done. They determine

To drive higher performance process management, leading

Companies in knowledge industries, which rely on information Financial services 66%

The bank engaged Accenture to reduce back-office costs and

From marketing and logistics to procurement and production,

An Accenture study which segmented companies into four levels

Thames Water serves 15 million people across London and

Thames Water engaged Accenture to design and implement

Companies can turbocharge innovation to improve speed-to-market

However, as a percentage of GDP, UK spend on R&D (1.7%) has

Source: Frontier Economics, Accenture Research

The platform boosts worker efficiency in several ways. For example,

At a time when consumer choice has never been higher—and

The digitisation of customer experience can narrow this gap by

Source: Frontier Economics, Accenture Research

A global pharmaceutical company wanted to drive growth across

The company partnered with Accenture to build a fully personalised,

05 Physical asset optimisation

Too many companies still rely on reactive physical asset

By contrast, digital (or intelligent) asset management—

Coriance is a French energy company that supplies heat

Coriance engaged Accenture to digitally upgrade and

Three barriers to realising

Ambition Investment Delivery

of the possible in the unique context of your

Physical asset optimisation

Time saved per working day Converting time savings across

This approach was developed in collaboration with Frontier Economics