Rewired (eBook)

ERIC LAMARRE is a senior partner and leads McKinsey Digital in North America. He is an engineer by training and worked in research at MIT on water waves and underwater acoustics before joining McKinsey. Eric has pioneered the development of McKinsey's Digital & AI client service methodologies and published extensively on the topic. He previously served as managing partner of McKinsey Canada. Eric is on the board of the Montreal Heart Institute Foundation. He is married and has two wonderful daughters. KATE SMAJE is a senior partner at McKinsey and the global co-leader of McKinsey Digital. A history major at heart, Kate has spent the past 20+ years at McKinsey working with B2C companies. A frequent speaker and publisher on digital topics, she also works with clients across geographies and sectors to marry the power of technology and AI with the human change required to leap forward. She has experience as a chief technology officer and a self-proclaimed geeky interest in technology, continuous learning, and developing people. Kate is a trustee of Tommy's, the London-based children's charity. RODNEY ZEMMEL is a senior partner at McKinsey and is the global co-leader of McKinsey Digital. He has served as the managing partner for McKinsey's New York and northeast offices in the United States, and led McKinsey's Healthcare Practice, working with clients in pharmaceuticals, biotechnology, and healthcare services. He is a recognized thought leader and previously co-authored the book Go Long: Why Long-Term Thinking Is Your Best Short-Term Strategy. Rodney started out as a molecular biologist and now partners with clients on digital transformations, AI, technology productivity, and digital business building.

Introduction: The enterprise capabilities that turn digital and AI into a source of ongoing competitive advantage 1

Section One Creating the Transformation Roadmap: A business-led roadmap is the blueprint for a successful digital and AI transformation 15

Chapter 1 Get your top team inspired and aligned 19

Chapter 2 Choose the right transformation "bite size" 25

Chapter 3 Have business leaders define what's possible 33

Chapter 4 Figure out what resources you need to achieve what you want 43

Chapter 5 Build capabilities for now and the next decade 49

Chapter 6 The digital roadmap is a contract for your C-suite 57

Chapter 7 The ultimate corporate team sport 61

Getting Ready -- Section One 67

Section Two Building Your Talent Bench: Creating an environment where digital talent thrives 69

Chapter 8 Core versus noncore capabilities -- strategic talent planning 71

Chapter 9 The talent team that can build your digital team 83

Chapter 10 Hiring digital talent when they're actually interviewing you 87

Chapter 11 Recognize distinctive technologists 101

Chapter 12 Fostering craftsmanship excellence 107

Getting Ready -- Section Two 115

Section Three Adopting a New Operating Model: Rearchitecting your organization and governance to be fast and flexible 117

Chapter 13 From doing agile to being agile 119

Chapter 14 Operating models that support hundreds of agile pods 131

Chapter 15 Professionalize product management 149

Chapter 16 Customer experience design: The magic ingredient 159

Getting Ready -- Section Three 167

Section Four Technology for Speed and Distributed Innovation: Building a technology environment that empowers the entire organization to digitally innovate 169

Chapter 17 Decoupled architecture for development flexibility and operational scalability 173

Chapter 18 A more surgical and value-backed approach to cloud 185

Chapter 19 Engineering practices for speed and high-quality code 193

Chapter 20 The tools to make your developers highly productive 207

Chapter 21 Delivering production-grade digital solutions 215

Chapter 22 Build in security and automation from the start 221

Chapter 23 MLOps so AI can scale 227

Getting Ready -- Section Four 235

Section Five Embedding Data Everywhere: What it takes to make data easy to consume across the organization 237

Chapter 24 Determine what data matters 239

Chapter 25 Data products: The reusable building blocks for scaling 247

Chapter 26 Data architecture, or the system of data "pipes" 259

Chapter 27 Organize to get the most from your data 273

Getting Ready -- Section Five 285

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 287

Chapter 28 Nail user adoption and underlying business model changes 291

Chapter 29 Design solutions for easy replication and reuse 301

Chapter 30 Ensuring impact by tracking what matters 313

Chapter 31 Managing risk and building digital trust 329

Chapter 32 So, what about culture? 335

Getting Ready -- Section Six 345

Section Seven Transformation Journey Stories: An exploration of how three companies have driven successful digital and AI transformations 347

Chapter 33 Freeport-McMoRan turns data into value 349

Chapter 34 DBS -- A multinational bank becomes a digital bank 357

Chapter 35 The future of play takes shape at the LEGO Group 365

Acknowledgments 373

Index 377

"Rewired ... combines a clear blueprint about what matters with clear guidance about how to get it done."
--RONA FAIRHEAD, Board at Oracle; Life Peer, UK House of Lords; Chair at RS Group plc

"Rewired goes past the 'what' to delve into the 'how'."
--BETTINA DIETSCHE, Chief People and Culture Officer, Allianz Group

"Rewired will be required reading for my team."
--TED DOHENY, President and CEO, Sealed Air Corporation

"Rewired provides a 'Unified Field Theory' ... to help companies move from disjointed digital projects to an end-to-end true digital enterprise."
--RON WILLIAMS, former Chairman and CEO, Aetna Inc. and a Director of American Express, The Boeing Company, and Johnson & Johnson

"Rewired is among the best book I've read in explaining what executives need to know at a level that is both understandable yet sufficiently detailed to be meaningful."
--PETER JACOBS, CEO, ING Bank Netherlands