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The complexity dividendHow companies turn scale and complexity into revenue, margin and market shareChristopher Roark Cost & Productivity Reinvention Global Lead, Americas Lead, Accenture StrategyRussell Warren Managing Director, Cost & Productivity Reinvention Energy and Technology Lead, Accenture StrategyReef Al Awwad Senior Manager, Accenture Strategy, Energy Kevin Millan Principal Director, Strategy & Sustainability, Accenture ResearchAuthorsKatherine Yasick Senior Manager, Accenture Contributor2In briefThe complexity dividend: How companies turn scale and complexity into revenue, margin and market shareBigger is better, except when it isn’t 5Governing the ungovernable: Three places to start 10In brief4ContentsRethinking complexity in the age of AI 243In briefThe complexity dividend: How companies turn scale and complexity into revenue, margin and market shareOrganizational scale has advantages, but they come at a cost. For many growing companies, operations can get so complex and layered that decision-making slows to a crawl. Costs can get embedded so deeply in processes and workflows that they’re hidden from view, putting a relentless and invisible drain on productivity and profits. AI is built for complex environments. It makes it possible for decision-makers to surface, analyze and connect vast amounts of data and workstreams, providing visibility into business units, supply chains, operational systems, internal and external teams, customer behaviors and more. AI turns operational complexity into a strategic advantage—so organizations stay nimble, responsive and profitable no matter how large or how fast they grow. In briefThere is a dual imperative in the age of AI. Growing companies must first shift their thinking about complexity: rather than focusing on removing it, they should use AI to amplify “good” complexity—the kind that drives growth, revenue and margin—and simplify or sunset “bad” complexity that drains profit. Second, they must rethink the role of AI itself. Deployed correctly, AI can be the X factor that allows top-heavy organizations to be fully in control of their performance. The complexity dividend: How companies turn scale and complexity into revenue, margin and market share4In briefBigger is better, except when it isn’tGoverning the ungovernable: Three places to startRethinking complexity in the age of AIThe insights in this report are drawn from our client work, as well as from our recent survey of 500 senior executives at companies with revenues of at least $1 billion, from our 30 in-depth interviews with C-suite leaders and from our empirical analysis of 1,444 global companies. For more on our methodology, please see “About the research” on page 26.In brief5Bigger is better, except when it isn’tGoverning the ungovernable: Three places to startRethinking complexity in the age of AIThe complexity dividend: How companies turn scale and complexity into revenue, margin