The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey –...

12
The Digital Accountancy Forum 4 October 2017 Disruption and the audit Capturing the potential of emerging technologies and disruptive business models www.pwc.com

Transcript of The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey –...

Page 1: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

The Digital Accountancy Forum4 October 2017

Disruption and the auditCapturing the potential of emerging technologies and disruptive business models

www.pwc.com

Page 2: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Rapid change

MIT believes that artificial intelligence, robotics, infinite computing, ubiquitous broadband networks, digital manufacturing, nanomaterials and synthetic biology will produce greater gains over the next two decades than we have achieved in the past 200 years.

A Washington University study estimates that 40%of Fortune 500and S&P 500 companies won’t exist in 10 years.

CNBC interview with Dr. Peter Diamandisan MIT aerospace engineer, 7 June 2014

From a study from the John M. OlinSchool of Business, Washington University

Page 3: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

The changing expectations of clients

EfficientEffectiveInsightfulOn demand

Page 4: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Every industry is built around long-standing, often implicit, beliefs about how to make money… They are often considered inviolable – until someone comes along to violate them… By turning one of these beliefs on its head – reframing it – incumbents can look for new forms and mechanisms to create value.McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015

Reframing beliefs

Page 5: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Reframing our beliefs

Value comes from time and materials

The audit is an annual process

Sampling is the way to test

We can only do things ourselves

Value comes from value

Trust should be delivered on demand

Everything that can be tested shouldbe tested

The best work comes from the best people, whoever and wherever

TomorrowToday

Page 6: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

The three pillars of successful disruption

+1

Emergingtechnologies

2Disruptive

businessmodels

3Upskilled

people+

Page 7: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Pillar 1 – emerging technologies

1. Artificial intelligence2. Augmented reality3. Blockchain4. Drones5. Internet of Things6. Robots7. Virtual reality8. 3D printing

Page 8: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Pillar 2 – disruptive business models

1. Subscription 2. Freemium 3. Free4. Marketplace 5. On-demand 6. Access-over-Ownership 7. Hypermarket 8. Experience 9. Pyramid10. Ecosystem

Digital TransformationJo Caudron & Dado Van Peteghem

Page 9: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

World Economic Forum The 10 skills you needto thrive in the Fourth Industrial Revolution

Pillar 3 – upskilled people

1. Complex problem solving2. Critical thinking3. Creativity4. People management5. Coordinating with others6. Emotional intelligence7. Judgment and decision making8. Service orientation9. Negotiation10. Cognitive flexibility

Page 10: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

People + Technology

Slide 10

AI brain as basisfor human decisions

Decisions as inputfor AI brain

+HI AI

Page 11: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

Audit – what could it be five years out?

Trust over more

Historic assurance a thing of the past

Audit on demand – in time for itto be of use

A quantum leap in quality, insightand value

Page 12: The Digital Accountancy Forum · for new forms and mechanisms to create value. McKinsey – Disrupting beliefs: A new approach to business-model innovation, July 2015 Reframing beliefs.

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act,in reliance on the information contained in this publication or for any decision based on it.

© 2017 PricewaterhouseCoopers LLP. All rights reserved. In this document, “PwC” refers to the UK member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity.Please see www.pwc.com/structure for further details.