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Digital Transformation Success dimensions

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  • having the right, digital-savvy leaders in place
  • building capabilities for the workforce of the future
  • empowering people to work in new ways
  • giving day-to-day tools a digital upgrade
  • communicating frequently via traditional and digital methods

 

Out of 83 practices that were tested in the survey, the following are those that best explain the success of an organization’s digital transformation:

  • Implement digital tools to make information more accessible across the organization.
  • Engage initiative leaders (leaders of either digital or nondigital initiatives that are part of the transformation) to support the transformation.
  • Modify standard operating procedures to include new digital technologies.
  • Establish a clear change story (description of and case for the changes being made) for the digital transformation.
  • Add one or more people who are familiar or very familiar with digital technologies to the top team.
  • Leaders engaged in transformation-specific roles encourage employees to challenge old ways of working (processes and procedures).
  • Senior managers encourage employees to challenge old ways of working (processes and procedures).
  • Redefine individuals’ roles and responsibilities so they align with the transformation’s goals.
  • Provide employees with opportunities to generate ideas of where digitization might support the business.
  • Establish one or more practices related to new ways of working (such as continuous learning, open physical and virtual work environments, and role mobility).
  • Engage employees in integrator roles (employees who translate and integrate new digital methods and processes into existing ways of working to help connect traditional and digital parts of the business) to support the transformation.
  • Implement digital self-serve technology for employees’ and business partners’ use.
  • Engage the leader of a program-management office or transformation office (full-time leader of the team or office dedicated to transformation-related activities) to support the transformation.
  • Leaders in transformation-specific roles get more involved in developing the digital transformation’s initiatives than they were in past change efforts.
  • Leaders in transformation-specific roles encourage their employees to experiment with new ideas (such as rapid prototyping and allowing employees to learn from their failures).
  • Senior managers get more involved in digital initiatives than they were in past change efforts.
  • Leaders in transformation-specific roles ensure collaboration between their units and others across the organization when employees are working on transformation initiatives.
  • Senior managers ensure collaboration between their units and others across the organization.
  • Engage technology-innovation managers (managers with specialized technical skills who lead work on digital innovations, such as development of new digital products or services) to support the transformation.
  • Senior managers encourage their employees to experiment with new ideas.
  • Senior managers foster a sense of urgency within their units for making the transformation’s changes.

Source McKinsey

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