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June2022
Strategy&CorporateFinancePracticeandMcKinseyDigital
Threenewmandatesforcapturingadigitaltransformation’sfullvalue
Mostorganizationsachievelessthanone-thirdoftheimpacttheyexpectedfromrecentdigitalinvestments.Whatcancompanieslearnfromthebestperformersabouthowtobeattheoddstoday?
©Visual7/GettyImages
Successwithdigitaltransformations,andtransformationsingeneral,hasalwaysbeenhardtocomeby.1Thechallengehasonlybecomemoreacuteoverthepasttwoyears,whencompanies’adoption—andthestrategicimportance—ofdigitaltechnologiesaccelerateddramatically.Now,organizationsareunderevenmorestresstomakeconsequentialbusinessdecisionsnotonlyatafasterpacebutalsoinbusinessareasthatmayhavenopreviousexperiencewithorknowledgeofdigitaltechortransformations.2
Whilesomeoftheobstaclestodigital-transformationsuccessarewellknown,ournewestMcKinseyGlobalSurveyondigitalstrategyandinvestmentsaskedbusinessleadersabouttheevolutionofthesechallenges,digitaltech’sroleintheirbusinesses,andcompanies’strategicresponses.3NineintenC-levelandseniorleaderssaytheirorganizationshavepursuedatleastonelarge-scaledigitaltransformationinthepasttwoyears.4Andwhilemanyrespondentssaytheircompanieshaven’tseentheimpactonrevenueorcoststhattheyexpected,thoseworkingat“topeconomicperformers”5aremuchmorelikelythantheirpeerstoreportvaluefromtheseefforts.
Welookedcloselyatwhatthetop-performingcompaniesaredoingdifferentlyfromtherest.Whilemanyofthetraditionalchallengestodigitaltransformationremain,threenewfactorshaveemergedascriticaltocapturingvaluefromthemtoday—andgoingforward:
—theuseofdigitaltechtoachievestrategic
differentiationoncustomerengagementandinnovationratherthancostefficiencies—andbolderdigitalstrategiesthataremorelikelytobesuccessfulthanmoreincrementalones
—thedevelopmentofproprietaryassets,suchas
AI,data,andsoftware,ratherthanarelianceonoff-the-shelftools
—afocusonattractinganddevelopingtech-savvy
executivesandonbetteroverallintegrationoftechtalentintotheorganizationratherthanjustgettingnewtechtalentinthedoor
Thevalueatstakefromdigital
transformations
Whileorganizationshavemademassivetech-drivenchangesoverthepasttwoyears,thesurveyresultssuggestthattheyhavecapturedmuchlessofthevaluethanrespondentsinitiallyexpected(Exhibit1).Buttopeconomicperformersdosignificantlybetterthantheirpeersdo.Attopperformers,respondentsreportcapturingamedianof50percentofthefullrevenuebenefitsthattheirrecenttransformationscouldhaveachieved,comparedwithamedianof31percentacrossallrespondents—and40percentofthemaximumcostbenefit,comparedwith
25percentacrossallrespondents.
Weseethesamedisparitywhenitcomestosustainingadigitaltransformation’sbenefits.Whilefewrespondentsoverallsaytheircompanieshavesustainedthefinancialandoperationalbenefits
1
2
3
4
5
“Fivemovestomakeduringadigitaltransformation,”McKinsey,April24,2019.
JacquesBughin,TanguyCatlin,MartinHirt,andPaulWillmott,“Whydigitalstrategiesfail,”McKinseyQuarterly,January25,2018.TheonlinesurveywasinthefieldfromJanuary25toFebruary4,2022,andgarneredresponsesfrom1,331C-levelexecutives,seniormanagers,andbusinessunit,department,ordivisionheadsrepresentingthefullrangeofregions,industries,companysizes,andfunctionalspecialties.
Thesurveyaskedaboutthreetypesofdigitaltransformationsorinvestments:makingtechnology-basedchangesthatenablethecorebusiness’sfuturecompetitiveness(forexample,digital-readyarchitecturesandplatforms,cloudenablement,andopeninterfaces),makingtech-basedchangestothecorebusiness(forexample,embeddingAIintothecurrentbusiness’soperations,increasingdigitalinteractionswithcustomers,andbuildingproprietarysoftware)todifferentiatethecompanyfromcompetitorsstrategically,andbuildinganewdigitalbusinessthatisseparatefromthecorebusiness.
Wedefine“topeconomicperformers”ascompanieswhererespondentsreportincreasesofatleast15percentintheirorganizations’revenueandinEBIToverthepastthreeyears.
2Threenewmandatesforcapturingadigitaltransformation’sfullvalue
Threenewmandatesforcapturingadigitaltransformation’sfullvalue3
111
91
69
56
11
Exhibit1
Organizationscapturelessthanone-thirdofthevaluethatrespondentsexpectedtoseefromrecentdigitaltransformationsandinitiatives.
Reportedshareofrealizedandsustainedbest-caseinancialbeneitsfromdigitaltransformations,numberofrespondents1
Expectedrevenueincrease(n=668)
30
114
≤0
1–10%
Median
average
value
206
11–
35%
31%
106
36–50%
76
51–
75%
37
94
76–101–
100%150%
5
>150%
Expectedcostreduction(n=630)
198
≤0%1–11–36–51–
10%35%50%75%
Median
value
average25%
90
76–101–
100%150%
4
>150%
1Respondentswhoanswered“don’tknow/notapplicable”foreachmeasure—revenueincreaseandcostreduction—notshown.Best-caseinancialbeneits”deinedasmaximumbeneitthatdigitaltransformationscouldhaveachieved.
Source:McKinseyGlobalSurveyondigitalinvestmentsandtransformations,January25–February4,2022,of1,331businessleaders
overtime,thetopeconomicperformersfaremuchthanstrictlyfinancialones,whichcouldexplainwhy
betterthantheothers(Exhibit2).Thisistrueforallanewbusinessislesslikelythanacorebusiness
threetypesofdigitaltransformationsthatweaskedtohititstargets.Forexample,onlyone-thirdof
about:buildingnewdigitalbusinesses,strategicallyrespondentssaytheircompaniesarebuilding
transformingthecorebusinesswithdigitaltech,newdigitalbusinessestoprovidenewsourcesof
andupdatingthecorebusiness’stechtoensurerevenue.Anearlyequalsharesaytheyaredoing
futurecompetitiveness.Ofthethree,new-businesssotobuildapresenceinstrategicallyimportant
buildingismostdifficult:70percentofrespondentsmarketsorindustries,andoneinfiverespondents
whosecompaniesbuiltanewbusinesssaytheyreportthattheircompaniesaredoingsotoincubate
didn’tsuccessfullysustaintheirfinancialandnewdigitalcapabilitiesfortheorganization.
operationaltargets,afindingthatisconsistentwith
ourearlierresearchonbusinessbuilding.6Theresultsalsosuggestthatcompanieswith
higheraspirationsfordigitaltechtendtoseebetter
Yetthesurveyresultssuggestthatmanycompaniesoutcomesthanothercompaniesdo.7Theyaremorearebuildingnewdigitalbusinessesforreasonsotherlikelythantheirpeerstosaytheyhavesuccessfully
6
7
“2021globalreport:Thestateofnew-businessbuilding,”McKinsey,December6,2021.
Wedefinecompanieswith“higheraspirations”asthosewhererespondentsbelievethat,overthenexttwoyears,digitaltechwilleitherbeasignificantdifferentiatororbemostorallofthesolution(forexample,anewsoftwarebusinessorapp)inhelpingtheirorganizationsachievetheirstrategicaspirations;n=480.Theotheranswerchoicesofferedwere“nosignificantroleinstrategicaspirations,”“aminorenabler,”or“asignificantenabler.”
24
51
45
100
Exhibit2
Whilefewcompanieshavesustainedthebenefitsofadigitaltransformationovertime,thetopeconomicperformersfaremuchbetter.
Successrateforsustainingdigitaltransformation’stargets,%ofrespondents1
Topeconomicperformers2Allotherrespondents3
Buildingnewdigitalbusiness
36
business
Diferentiatingcorethroughdigitaltechnology
28
Enablingbutnotdiferentiatingcorebusinessthroughdigitaltechnology
29
1Includesrespondentswhosaidtheirorganizationswere“completelysuccessful”or“verysuccessful”insustainingtheachievedinancialandoperationaltargets.Respondentsansweredonlyfordigitaltransformationsthattheirorganizationshavepursuedinpast2years.
2Companieswithrespondentswhoreportedincreasesof≥15%intheirorganizations’revenueandEBIToverpast3years;n=162.For“buildingnewdigitalbusiness,”n=33;for“diferentiatingcorebusiness,”n=81;andfor“enablingbutnotdiferentiatingcorebusiness,”n=114.
3For“buildingnewdigitalbusiness,”n=255;for“diferentiatingcorebusiness,”n=603;andfor“enablingbutnotdiferentiatingcorebusiness,”n=945.Source:McKinseyGlobalSurveyondigitalinvestmentsandtransformations,January25–February4,2022,of1,331businessleaders
sustainedthebenefitsfromtheirdigitalinvestmentsandnearlytwiceaslikelytosaysowhenrevampingtheircorebusinesswithdigitaltechnology.Thatisinlinewithourexperiencethatdigitalstrategiesthatinvolveincrementalchangesorlackambitiondon’tdelivertheeconomicsuccessthatbolderdigitalstrategiesdo.
Howtopeconomicperformersarebeatingtheodds
Thesurveyresultsshowthatthebest-performingorganizationssetthemselvesapartfromtheirpeersbothineconomictermsandwhenitcomestoachievingandsustainingsuccessfromdigitaltransformations.Butwhatexactlyaretopeconomicperformersdoingdifferentlythatenablesthemtobeattheodds?
Settingambitiouscustomerengagementandinnovationstrategies
Whenweaskedrespondentshowtheircompaniesplantodifferentiatetheiroverallbusinessstrategiesfromcompetitors’overthenexttwoyears,wefoundthatthetopeconomicperformersarefocusingoncustomerengagementandinnovationstrategies.Additionally,theyarelesslikelythanpeerstofocusonoperationalefficiency.
Weseeasimilarfocusoncustomerengagementandinnovationamongorganizationsthatarelookingtotechtocreatestrategicdistancefromcompetitors,andrelatedresultssuggestthatdoingsoisbecomingamorecommongoal.Inourpastresearch,8theshareofcompaniesdoingsowassmall(outsideofthehigh-techindustry).9Now,morethanone-thirdofall
8“Howdigitalreinventorsarepullingawayfromthepack,”McKinsey,October27,2017.
9“Unlockingsuccessindigitaltransformations,”McKinsey,October29,2018.
4Threenewmandatesforcapturingadigitaltransformation’sfullvalue
Threenewmandatesforcapturingadigitaltransformation’sfullvalue5
Mostorallofsolution(eg,newsoftwarebusiness,app)
Moresigniicantdiferentiatorofstrategy,comparedwithcompetitors
respondentssaytechwillbeakeydifferentiator
oftheircompanies’strategies.
Comparedwithothers,respondentsattop-
performingcompaniesalsoreportbolderstrategic
aspirationsandbiggerbetsontech(Exhibit3).For
example,theyplantospendtwiceasmuchoftheir
overalldigitalandtechbudgetsonbuildingnew
digitalbusinessesthanpeersdo.
topperformersaremoreaggressivethantheirpeers
inadoptingautomatedprocessestotestanddeploynewtech,aswellasagileandDevOpspractices
thatenablefasterinnovationandexecutionwhile
keepingcostsdown.Topperformersarealso
significantlyaheadoftheirpeersintheiradoption
ofthepubliccloud,whichhelpsthembecomemore
agile,moreefficient,andbetterabletomaximizethe
valuetheygetfromotherdigitalinvestments.
BuildingproprietaryassetsPerhapsmoresurprisingthantopperformers’
Ifacompanywantstodifferentiateitselfthroughstrongercapabilitiesisthedegreetowhichtheyare
bettercustomerengagementandinnovation,itdisproportionatelybuilding—and,insomecases,
needstohaveseveralcoretechcapabilitiesinmonetizing—proprietaryassets,suchassoftware,
place—andthesurveyresultsshowthatthetop-AI,anddata.Whilenearlytwo-thirdsofrespondents
performingcompaniesaremorelikelytohavesaytheircompanieshaveinvestedinsoftwareas
investedinsuchcapabilities(Exhibit4).Forexample,aserviceormoderncommercialsoftware,thetop
Exhibit3
Comparedwithpeers,thetopeconomicperformersreportbolderstrategicaspirationsandbiggerinvestmentsinnewdigitalbusinesses.
Expectationsfororganization’sdigitaltechnology,next2years,%ofrespondents
Rolethatdigitaltechwillplayinachievingstrategicaspirations1
44
14
34
8
30
26
TopeconomicAllother
performers2respondents
Shareofdigital-techspendingthatwillbeallocatedtobuildingnewdigitalbusinesses3
Topeconomicperformers2Allotherrespondents
22×
10
1Respondentswhoanswered“nosigniicantrole,”“aminorenabler,”“asigniicantenabler,”or“don’tknow/notapplicable”notshown.Fortopeconomicperformers,n=162;forallotherrespondents,n=913.
2Companieswithrespondentswhoreportedincreasesof≥15%intheirorganizations’revenueandEBIToverpast3years.
3Respondentswhoanswered“don’tknow/notapplicable”notshown.Fortopeconomicperformers,n=113;forallotherrespondents,n=614.Source:McKinseyGlobalSurveyondigitalstrategyinvestmentsandtransformations,January25–February4,2022,of1,331businessleaders
Exhibit4
Topeconomicperformersarealreadyinvestingdisproportionatelyinkeytechnologycapabilitiesandtheirowntechassets.
Topeconomicperformers1AllotherrespondentsGap
Digital-technologycapabilitiesinwhichorganizationhasinvested,%ofrespondents2Rapidadoptionofpubliccloud2844
Consistentuseofdesignthinkingtoenhanceuserexperience 1230
Automatedprocessesfortestinganddeployingtech
919
0100
Howorganizationswillachievetheirstrategicaspirationthroughdiferentiateddigitaltech,
next2years,%ofrespondents3 Developingproprietarydata2835
0100
1Companieswithrespondentswhoreportedincreasesof≥15%intheirorganizations’revenueandEBIToverpast3years.
2Fortopperformers,n=162;forallotherrespondents,n=913.
3Questionwasaskedonlyofrespondentswhosaiddigitaltechnologywouldbeasigniicantdiferentiatorormost/allofthesolutioninhelpingtheirorganizationsachievetheirstrategicaspirationsfornext2years.Fortopeconomicperformers,n=71;forallotherrespondents,n=314.
Source:McKinseyGlobalSurveyondigitalinvestmentsandtransformations,January25–February4,2022,of1,331businessleaders
performersaredoingmuchmore.RespondentsClosingthetalentgapfortech-savvyleaders
atthosecompaniesaremorelikelythanotherstoFailingtofindtherightfrontlinetechtalentisa
saytheyaredevelopingtheirownhigh-performingperennialobstacletoimprovingcompanies’digital
software,andtheybuildcommoncomponentsperformance.Yetthesurveyresultssuggestthatit’s
intotheirsoftwarethatissharedacrossaninternalnotjustaboutfrontlinetalent:tech-savvyexecutives
platform.What’smore,nearly70percentofthetopplayanequally,ifnotmore,importantroleintoday’s
economicperformers,comparedwithjusthalfoftheirtech-drivenbusinessenvironment.
peers,plantousetheirownsoftwaretodifferentiate.
6Threenewmandatesforcapturingadigitaltransformation’sfullvalue
Threenewmandatesforcapturingadigitaltransformation’sfullvalue7
65
15
50
64
21
43
54
14
40
Whenweaskedrespondentsabouttheirorganizations’biggestchallengeswithin-housetechtalent,theirresponsesindicatethatit’shardertoattractandreskilltech-savvyexecutivesthanitisfrontlinetechnicaltalent—andthatit’sequallyhardtointegrateeachgroupintotheorganization(Exhibit5).Thetopeconomicperformers,though,aremoreeffectivethantheirpeersinmanagingexecutivetalent(Exhibit6),consistentwithourearlierfindingsthattopeconomicperformersaremorelikelythantheirpeerstohaveatech-savvyC-suite.10
What’smore,topperformersarebetterthanothersatintegrating(andretaining)newhiresintechroles—acriticaladvantage,astechtalenthasonlybecomescarcerinthepasttwoyears.And
whilethereissignificantdebateaboutwhetherorganizationsshouldbringalloftheirtechtalentinhouseorpartnerwithotherstoaccesstoptalent,weseetop-performingcompaniesdoingboth.Anotherpracticethatseemstomakeabigdifference:topperformersaremorelikelythanothercompaniestointegratenewhiresindigitalrolesdirectlyintothebusinessratherthantheITfunction.
Besidesexecutives,thereisanothergroupthateventhetop-performingcompaniesstruggletoattractandretain:high-qualityproductmanagers.Thatroleiskeytostrengtheningacompany’scapabilitiesfordevelopingsoftware—animportantdifferentiatorbetweenthetopperformersandothers,aswementionedearlier—soafocuson
Exhibit5
Accordingtosurveyrespondents,it’shardertoattract,reskill,andintegratetechnology-savvyexecutivesthanfrontlinetechnicaltalent.
Organizations’efectivenessattalent-managementactionsfordigitaltechroles,past2years,%ofrespondents1
FrontlinetechnicaltalentTechnology-savvyexecutives
Veryefective
Somewhat
efective
Reskilling
existing
employees
53
12
41
Attractingemployees
fromoutside
organization
42
11
31
Integratingnew
employeesinto
organization
45
13
32
100
1Respondentswhoanswered“neutral,”“somewhatefective,”“veryinefective,”or“don’tknow”notshown.Respondentswereaskedtoratetheirorganizations’efectivenessonlyforactionsthattheyreportedorganizationswereusingtosourcetalentfordigitalandtechnologyroles.For“reskillingexistingemployees,”n=1,250;for“attractingemployeesfromoutsideorganization,”n=1,233;andfor“integratingnewemployeesintoorganization,”n=585.
Source:McKinseyGlobalSurveyondigitalinvestmentsandtransformations,January25–February4,2022,of1,331businessleaders
10“Thenewdigitaledge:Rethinkingstrategyforthepostpandemicera,”McKinsey,May26,2021.
Exhibit6
Partneringto
accessother
companies’
technical
talentpools
Reskilling
existing
employees
+35
+24
+14
Findmorecontentlikethisonthe
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