9182019 The keys to a successful digital transformation McKinsey

9182019 the keys to a successful digital

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9/18/2019The keys to a successful digital transformation | McKinsey11/14We also found that using remote and digital communications to convey the transformation’svision does a much better job of supporting success than in-person or traditional channels.When senior managers and initiative leaders use new digital channels to reach employeesremotely, the rate of success is three times greater.Looking aheadWhile respondents say that many digital transformations fall short in improving performanceand equipping companies to sustain changes, lessons can be learned from those who reportsuccess. The survey results suggest steps companies can take to increase their chances ofsuccess during a transformation:Exhibit 5
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9/18/2019The keys to a successful digital transformation | McKinsey12/14Reimagine your workplace.The results show that success requires both digital-savvyleaders and a workforce with the capabilities to make a digital transformation’schanges happen, which other McKinsey research also confirms. The workforceimplications of digitization, automation, and other technological trends are significant,and companies will need to invest in and hire for radically different skills andcapabilities. Whether or not an organization has already begun a digital transformation,it is important for all companies to think critically about the ways in which digitizationcould affect their businesses, in the near and longer term, and the skills they will needto keep up. One critical step is for organizations to develop clear workforce strategiesto help determine the digital skills and capabilities that they currently have—and willneed—to meet their future goals.Upgrade the organization’s “hard wiring.”As digital requires new ways of working aswell as changes to the organization’s overall culture, employees must be empowered towork differently and keep up with the faster pace of business. The implementation ofdigital tools and upgrading of processes, along with the development of a nimbleroperating model—that is, the hard wiring of the organization—will support thesechanges. Of course, leaders have important roles to play, too, by letting go of oldpractices (command-and-control supervision, for example). Since not all leaders willhave the experience to support or enact such changes, dedicated leadership-development programs could help leaders and employees alike to make the necessaryshifts in mind-sets and behaviors.Change the ways you communicate.Good communication has always been a keysuccess factor in traditional change efforts, and it is just as important in a digitaltransformation. In a digital context, companies must get more creative in the channelsthey are using to enable the new, quicker ways of working and the speedier mind-setand behavior changes that a digital transformation requires. One change is to move
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