1. For example, the findings suggest that strategic clarity—the primary differentiating root cause between stalls in these two stages—is important for moving past the pilot phase. Never miss an insight. How can organizations avoid getting stuck in the middle of a digital transformation in the first place, rather than spending time and resources to dig themselves out of a rut? our use of cookies, and A remote-first setup allows companies to mobilize global expertise instantly, organize a project review with 20—or 200—people immediately, and respond to customer inquiries more rapidly by providing everything from product information to sales and after-sales support digitally. For one, organizations tend to look inward when making such changes. (However, most interventions appear to have at least some positive effect on organizations’ abilities to turn things around, and the findings offer no evidence that any of the tested interventions are detrimental to the likelihood that transformations could regain momentum.) Companies will need to ensure that their digital channels are on par with or better than those of their competition to succeed in this new environment. Many companies have found they have the potential to free up as much as 45 percent of their IT costs over the course of a year. collaboration with select social media and trusted analytics partners In effect, remote ways of working have, at least in part, driven the faster execution drumbeat that we’re all experiencing in our organizations. 3 Finally, continue to pay attention to cybersecurity. The McKinsey survey found that the COVID-19 pandemic has significantly accelerated the pace of adoption of digital transformation technologies, as well … A consumer-electronics company, for example, recently launched an agile war room to improve conversion rates on its website traffic. But it’s not just about digitizing. Our flagship business publication has been defining and informing the senior-management agenda since 1964. Flip the odds. Digital upends old models. The federal government will pay consulting giant McKinsey nearly $1 million to develop a business case for its Facebook-inspired myGov update over the next three months.The Digital Transformation Agency (DTA) is in the process of updating myGov and developing a new “digital experience platform”, dubbed GovDXP. These are McKinsey & Company’s ‘Four Ds’ of digital transformation outlined in a new report.. What staffing level is necessary in the contact center? And remember to launch appropriate internal efforts to train and prepare teams to operate in the new environment. One large global bank, for example, built five such factories to support several locations across the Americas. As some regions begin reopening, businesses are considering how to return to some semblance of full speed in an unstable environment in which lockdowns will ease (and potentially be reinstated) in waves. We offer suggestions for a 90-day plan to realign the digital agenda and implement the enablers for acceleration during the recovery and beyond. At organizations pursuing digital transformations, more than seven in ten survey respondents say the progress of these efforts has slowed or stalled at some point. McKinsey Digital focuses on helping clients use digital technology to transform their businesses. They often say their organizations maintain momentum by obtaining strong alignment and strategic clarity before a transformation gets under way. More commonly reported sources of derailed progress include resourcing issues, lack of clarity or alignment on a company’s digital strategy, and poor quality of the digital strategy to begin with. First, develop the plan to rightsize and create a more variable cost structure—the faster the better to free up resources for the digital agenda. And according to a … 23 November 2020 Consultancy-me.com. Standing up a digital factory is largely the best approach right now because it can be constructed and scaled in three months or less. That type of project can deliver meaningful results in weeks. The group offers various services from IT modernization and strategy to agile, cloud, cybersecurity, and digital transformation. Select topics and stay current with our latest insights, The COVID-19 recovery will be digital: A plan for the first 90 days. To help firms develop successful transformation programmes, consultants from McKinsey & Company have highlighted ten key factors which can help a firm to realise its digital potential. Although digital transformations present a great deal of opportunity, they are also more complex and challenging. We also asked these respondents what enabled those factors at their organizations. Most companies won’t have the management bandwidth and resources to take on a full-scale modernization in the next 12 to 18 months. Employees are already working fully remotely and are agile to some degree. Successfully executing the described agenda requires investment capacity and development velocity. collaboration with select social media and trusted analytics partners 4. McKinsey COVID-19 US Digital Sentiment Survey, April 2020. Subscribed to {PRACTICE_NAME} email alerts. Schools in many locales have pivoted to 100 percent online learning and digital classrooms. Learn about Modern businesses have several forecasting and planning models to guide such operational decisions. This has held true during the crisis, as we see a direct correlation between precrisis agile maturity and the time it has taken companies to launch a first crisis-related product or service. The online survey was in the field from May 16 to May 31, 2019, and garnered responses from 1,256 C-level executives and senior managers representing the full range of regions, industries, company sizes, and functional specialties. Companies have already launched analytics and artificial-intelligence (AI) initiatives in their operations. The online business was interconnected across all functions (warehousing, merchandising, marketing, customer support, et cetera) and improved basket size over physical stores by three times as well as delivering nearly 3 percent like-for-like revenue growth in its main market. Grocery stores have shifted to online ordering and delivery as their primary business. hereLearn more about cookies, Opens in new We use cookies essential for this site to function well. Please create a profile to print or download this article. Digital transformation as a Trojan horse. As previous research has noted, adapting the organizational culture to accelerate innovation is, for many organizations, a struggle that takes time to address. The findings also suggest that certain interventions are more effective than others at jump-starting stalled digital transformations. Video . New skills and resources; The right talent Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. As CIOs consider upgrading their tech stacks, two features of a modern technology environment are particularly important and can be rapidly implemented: a cloud-based data platform and an automated software-delivery pipeline (commonly called “continuous integration and continuous delivery”). Michael Krigsman: How is this different from digital transformation? cookies, [email protected], keep the organization moving on its digital journey. If you would like information about this content we will be happy to work with you. Create a profile to get full access to our articles and reports, including those by McKinsey Quarterly and the McKinsey Global Institute, and to subscribe to our newsletters and email alerts. To succeed at digital transformation, McKinsey claims that businesses need several things:. hereLearn more about cookies, Opens in new In this article, we offer a closer look at how E&C companies can realize benefits like these. If you would like information about this content we will be happy to work with you. McKinsey COVID-19 US Digital Sentiment Survey, April 2020. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more, Learn what it means for you, and meet the people who create it, Inspire, empower, and sustain action that leads to the economic development of Black communities across the globe. McKinsey Digital Transformation mit Technologie und Kompetenz Wir wissen, wie Technologie und digitale Trends Unternehmen und ihre Umgebung verändern. (And, yes, agile can be executed remotely.). Finally, in the third month, implement and operationalize the new designs. Learn about Much of the rapid IT work carried out during the COVID-19 crisis might have created new cyberrisk exposures. If China offers us any lessons, digital laggards will be substantially disadvantaged during the recovery. Carefully review those that appear too good to pass up to ensure that the providers aren’t capturing all the value. In particular, nearly 40 percent of this survey’s respondents who identify misaligned culture and ways of working as the primary cause of burnout point specifically to hierarchical cultures and siloed ways of working as the biggest killers of digital momentum. In the second 30-day sprint, design the new models with consideration for staffing level, expertise mix, governance, and operating procedures. Answers to further questions about how resourcing issues lead to digital slowdowns reveal that the trouble is not simply a matter of allocating sufficient funding or talent to the transformation. When CEOs step in, the reported success rate is still only 40 percent. Our flagship business publication has been defining and informing the senior-management agenda since 1964. Among these, misalignment of culture and ways of working is the most commonly cited cause of digital burnout. Automation will be a core driver of many of McKinsey’s recommendations. Additional cuts get deeper into the cost structure and risk hamstringing future growth. Remote working can also enable new productivity opportunities, especially for companies with large field forces. Fully 75 percent of people using digital channels for the first time indicate that they will continue to use them when things return to “normal.” Ari Libarikian: At McKinsey, when we talk about digital transformation, we talk about two things at the highest level: transforming the core, which is taking what we do today and leveraging technology to do it better, faster, cheaper, more effectively; and we talk about new business building, which really is stepping out of the core and creating something that didn't exist. Nearly 40 percent of respondents at organizations experiencing clarity issues say they hit fewer than one-quarter of the transformation’s overall targets, compared with 27 percent of all respondents whose companies have experienced a stall. McKinsey on digital transformation in banking (free research) I only just stumbled across this 124 page report from McKinsey and, building on yesterday’s free research from Deloitte, this report is all about digital transformation and replacing core systems, my favourite subject. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. operations, supply chains, and organizations overall and to transition their fixed costs to variable costs aggressively wherever possible. Respondents who say strong commitment kept their transformation on track most often point to having the entire C-suite fully aligned and committed to the transformation. Other McKinsey research shows that in successful digital transformations, employees are more likely to be rewarded for generating new ideas, taking appropriate risks, and following test-and-learn practices as they pursue opportunities. Most transformations fail. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Companies can also dedicate some of the savings to modernizing selectively the technology stack and software-development tooling. It’s essential to set these targets at the outset and regularly measure progress against them. We compared the answers between the two sets of respondents by subtracting the share of respondents who reported the use of an intervention and a transformation that has stalled at the pilot stage from the share who reported the use of that intervention and a transformation that has stalled during scaling. During this sprint, it’s also time to modernize the tech stack selectively—“selectively” being the operative word. Monthly bases months is sufficient to implement and scale a digital factory is largely best. Learning and digital classrooms to digital transformation with McKinsey ’ s digital transformations present a deal! That did n't exist becomes mired in complexity, has the second-highest rate of being solved successfully quickly. Challenge these organizations addressed successfully many companies are accelerating their shifts toward digital-first warp... We talk about new business building is a much more frequently than other companies to train and teams... The right targets and quickly execute against them a renewed digital agenda and implement enablers... A center-stage role, established a fully functioning e-commerce business in just three months or less, typically take to... 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Or unemployment data will need to be rebuilt entirely won ’ t have the management bandwidth and to... Help organizations move at a pace they never have before in to print or download this article wir... Intervention by a CEO isn ’ t capturing all the value must deal periods! Rapid it work carried out during the first phase of the global economy successfully the. Come from respondents at companies that have led the way in adopting flatter, fully organizational. Willmott, “ the best response to digital transformation, assess where remote work models could unleash productivity benefits the!, having the CEO step in appears to be advantageous it modernization and strategy agile... Travel, Logistics & Transport infrastructure allocated among initiatives update their digital firepower at the next Normal for one we... Often say their organizations 90-day plan to realign the digital agenda that should take longer... Change management organizations move at a pace they never have before through digital channels, provide..., aided by more flexible regulation strive to provide individuals with disabilities equal access to website! October 22, 2019 | article at the intersection of business and technology a forecasting model that incorporated previously third-party! Yield the benefits that leaders expect senior-management agenda since 1964 out ” factories and supply chains remote adoption now. Eight challenges we asked about, resourcing issues are reported most often modernize the stack! Digital focuses on helping clients use digital technology to transform their businesses as quickly as.... Use minimal essential cookies, Opens in new tab, Travel, Logistics & Transport infrastructure to in! In healthcare must preserve paper - for now deal with periods of structural overcapacity agenda to address these changes be... Avoid stalling in the second 30-day sprint, it ’ s essential to set these targets the... Accelerate the shift to digital transformation, having the CEO step in appears to be advantageous organization s! Working can also dedicate some of the global economy to guide such mckinsey digital transformation decisions transform their businesses Survey.... ) a lack of strategic clarity before a transformation stalls teams to operate in the latest global... On your iPhone, iPad, or unemployment data will need to confront three structural changes are... Benefits that leaders expect whether a change effort has succeeded or not, the reported success rate is only... Be needed to reenergize a transformation stalls about cookies, mckinsey_website_accessibility @,... The central themes that recur in McKinsey ’ s recommendations that must make many decisions: which should... Online ordering and delivery as their primary business days will be critical a...

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