【麦肯锡】抓住数字化转型的全部价值的三项新任务

June2022

Strategy&CorporateFinancePracticeandMcKinseyDigital

Threenewmandatesforcapturingadigitaltransformation’sfullvalue

Mostorganizationsachievelessthanone-thirdoftheimpacttheyexpectedfromrecentdigitalinvestments.Whatcancompanieslearnfromthebestperformersabouthowtobeattheoddstoday?

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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

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