| Description |
1 online resource (xiii, 386 pages) : illustrations (chiefly color) |
| Contents |
Cover Page -- Title Page -- Copyright -- Contents -- Introduction: The enterprise capabilities that turn digital and AI into a source of ongoing competitive advantage -- Digital as a source of competitive advantage -- The "How" -- What this book is . . . and isn't -- It's still Day 1 for digital and AI transformation -- Notes -- Section One: Creating the Transformation Roadmap: A business-led roadmap is the blueprint for a successful digital and AI transformation -- Chapter 1 Get your top team inspired and aligned -- Vision -- Alignment -- Commitment -- Notes |
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Chapter 2 Choose the right transformation "bite size" -- The domain-based approach -- Prioritizing domains -- Note -- Chapter 3 Have business leaders define what's possible -- How to think about emerging technologies such as Generative AI -- Note -- Chapter 4 Figure out what resources you need to achieve what you want -- Pod composition -- Pod archetypes -- Estimating overall talent needs -- Note -- Chapter 5 Build capabilities for now and the next decade -- Assessing foundational digital capabilities -- Scoping your capability-building needs -- Partnering to accelerate capability building |
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Chapter 6 The digital roadmap is a contract for your C-suite -- Chapter 7 The ultimate corporate team sport -- The CEO -- The chief transformation officer -- The CTO, CIO, and CDO -- The chief data officer -- The CHRO -- The CFO -- The chief risk officer -- Leaders of business lines and business functions -- Getting Ready Section One -- Section Two: Building Your Talent Bench: Creating an environment where digital talent thrives -- Chapter 8 Core versus noncore capabilities - strategic talent planning -- What talent do you need in-house? -- Understanding the digital talent you have |
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Determining the talent gap -- Notes -- Chapter 9 The talent team that can build your digital team -- Chapter 10 Hiring digital talent when they're actually interviewing you -- A relevant, compelling, and authentic employee value proposition -- A recruiting experience built around the candidate -- Finding talent internally -- New employee onboarding journey -- Diversity, equity, and inclusion -- Notes -- Chapter 11 Recognize distinctive technologists -- Adjust compensation to pay for skills -- Use tech competency markers in performance management -- Chapter 12 Fostering craftsmanship excellence |
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Flexible career paths -- Tailored learning journeys -- Getting Ready Section Two -- Section Three: Adopting a New Operating Model: Rearchitecting your organization and governance to be fast and flexible -- Chapter 13 From doing agile to being agile -- Three ceremonies that matter most to drive agile performance -- Note -- Chapter 14 Operating models that support hundreds of agile pods -- Organizational building blocks -- Operating model design options -- Notes -- Chapter 15 Professionalize product management -- Career paths and professional development -- Note |
| Summary |
"Digital transform is hard. It is tempting to point to the "usual suspects" as the reasons for these shortfalls: cumbersome IT estates, poor data, lack of talent, among others. These issues are real, but they also tend to mask more fundamental issues that are the real culprits behind stalled transformations, including: Pursuing changes that are not economically meaningful to the business. It's good to experiment, but companies too often focus on "shiny objects," such as launching a new app, that signal change but don't deliver substantial value. Making the transformation about technology not people. Companies focus on the tech and shortchange the deep organizational changes the talent, the working models, the business transformation focus needed to build scale. The scope of the transformation is too broad to be practical. Investments are spread too thinly across too many disconnected initiatives so there is never sufficient critical mass to break through. This playbook translates these and other valuable lessons McKinsey has learned working on more than 200 largescale digital and analytics transformations into how to guides that work. This is the playbook used by McKinsey teams when working with our clients on their digital and analytics transformations. The result of constant development and usage for the past five years, it translates McKinsey's lessons learned working on more than 200 large scale transformations into how to guides that are proven to work. Think of this publication less as a coffee table book with quotable stats about transformations and more as a workbook for people who are ready to roll up their sleeves and do the hard work needed to make their transformations successful. If you're interested in digital transformations, there are many books and articles available. But if you're serious about leading a digital and analytics transformation, this is the only book that does the job."-- Provided by publisher |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Description based on online resource; title from digital title page (viewed on July 18, 2023) |
| Subject |
Business enterprises -- Technological innovations
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Business -- Data processing.
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Business -- Data processing
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Business enterprises -- Technological innovations
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| Form |
Electronic book
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| Author |
Smaje, Kate, author.
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Zemmel, Rodney, author.
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| LC no. |
2023016048 |
| ISBN |
9781394207121 |
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1394207123 |
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9781394207138 |
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1394207131 |
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