Rewired the McKinsey guide to outcompeting in the age of digital and AI
In Rewired, the world's most influential management consulting firm, McKinsey & Company, delivers a road-tested, how-to manual their own consultants use to help companies build the capabilities to outcompete in the age of digital and AI. Many companies are stuck with digital transformations...
| Otros Autores: | , , |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2023]
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009752735406719 |
Tabla de Contenidos:
- 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
- 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
- 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
- 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
- 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
- Chapter 16 Customer experience design: The magic ingredient
- Notes
- Getting Ready Section Three
- Section Four: Technology for Speed and Distributed Innovation: Building a technology environment that empowers the entire organization to digitally innovate
- Chapter 17 Decoupled architecture for development flexibility and operational scalability
- From point-to-point to decoupled
- From manual to automated via code
- From fixed to evolving
- From batch to real-time data processing
- Notes
- Chapter 18 A more surgical and value-backed approach to cloud
- Reimagine the business domain and underlying tech concurrently
- Determine cloud dispositions and migration approach
- Build the cloud foundation
- Build up your FinOps capability
- Notes.
- Chapter 19 Engineering practices for speed and high-quality code
- Ground rapid software delivery in DevOps
- Improve quality through coding standards and code maintainability
- Instill end-to-end automation through continuous integration and continuous deployment (CI/CD)
- Notes
- Chapter 20 The tools to make your developers highly productive
- Flexible and scalable development sandboxes
- Modern and standardized tooling
- Chapter 21 Delivering production-grade digital solutions
- Aim for a high degree of control and auditability
- Ensure the environment is secure, scalable, and available
- Incorporate monitoring and observability
- Chapter 22 Build in security and automation from the start
- Shift left on security
- Embed security into the SDLC using DevSecOps
- Notes
- Chapter 23 MLOps so AI can scale
- Note
- Getting Ready Section Four
- Section Five: Embedding Data Everywhere: What it takes to make data easy to consume across the organization
- Chapter 24 Determine what data matters
- Identifying and prioritizing data
- Assessing data readiness
- Developing the data roadmap
- Note
- Chapter 25 Data products: The reusable building blocks for scaling
- Identifying data products that generate value
- Setting up data product pods
- Developing data products
- Note
- Chapter 26 Data architecture, or the system of data "pipes"
- Data architecture archetypes
- Deciding on data capabilities and adopting reference architectures
- Best practices for designing a data architecture
- Notes
- Chapter 27 Organize to get the most from your data
- Organization
- Talent and a data-driven culture
- DataOps tooling
- Governance and risk
- Notes
- Getting Ready Section Five.
- Section Six: The Keys to Unlock Adoption and Scaling: How to both get users to adopt your digital solutions and scale those solutions across the enterprise
- Chapter 28 Nail user adoption and underlying business model changes
- Two-pronged user adoption
- Business model adaptation
- Establishing an adoption team
- Notes
- Chapter 29 Design solutions for easy replication and reuse
- Designing an effective replication approach
- Creating a solution reuse method - the concept of assetization
- Chapter 30 Ensuring impact by tracking what matters
- Performance management architecture and KPIs
- Value creation tracking through business/operational KPIs
- Assessing pod health
- Change management progress
- Tracking with a stage-gate process
- Transformation office
- Notes
- Chapter 31 Managing risk and building digital trust
- Triaging the risks
- Reviewing policies
- Operationalizing your risk policies
- Raise awareness and pattern recognition
- Note
- Chapter 32 So, what about culture?
- Invest initially in the leadership team
- Build broad learning programs that can scale
- Reskill pivotal business roles
- Notes
- Getting Ready Section Six
- Section Seven: Transformation Journey Stories: An exploration of how three companies have driven successful digital and AI transformations
- Chapter 33 Freeport-McMoRan turns data into value
- A copper mining business's AI transformation journey
- Note
- Chapter 34 DBS - A multinational bank becomes a digital bank
- A multinational bank's digital and AI transformation journey
- Notes
- Chapter 35 The future of play takes shape at the LEGO Group
- A global toy brand's digital transformation
- Note
- Acknowledgments
- Index
- EULA.
