WHY IT MATTERS: Digital Transformation

McKinsey has been conducting an in-depth diagnostic survey of 150 companies around the world. By evaluating 18 practices related to digital strategy, capabilities, and culture, we have developed a single, simple metric for the digital maturity of a company—what might be called its Digital Quotient, or DQ. This survey reveals a wide range of digital performance in today’s big corporations (exhibit).

A road map towards becoming a digital-first organization.

Large enterprises needing to pivot quickly and push innovation to the edges may be encumbered by heavy management and control structures. However, internal talent marketplaces have the potential to change that. They establish trust through feedback mechanisms. They allow for worker-led innovation and help workers take full control of their careers. They enable much better and more granular tracking of the skills, competencies, knowledge and interest of individual workers. This, in turn, will give enterprises a much better view of their workforce and improve workforce planning. Internal talent marketplaces will help bring about leaner, more agile and more adaptable organizations.

At the top of most organizations' priority lists right now is how to keep their workers productive and engaged. Except for in-person businesses and essential workers, the workforce has largely been physically disbanded until the pandemic comes to an end, one way or another. In unprecedented fashion, technology has suddenly become one of the single…

In some cases, the technological changes inspired by Covid-19 will come in the form of an acceleration of existing trends — for example, industrial automation and contactless payments. In other cases, like virtual reality, 3D printing, or telehealth, the crisis may change the course of the industry, enabling companies to demonstrate value that, until now, consumers have been unable or unwilling to see.

In this report, we’ll explore some of the trends created or accelerated by the onset of Covid-19 that are likely to change the way we live, work, learn, and relax long after the pandemic is over — and how the future of those innovations is likely to unfold.

Responses to a McKinsey global survey of 800 executives suggest a disruptive period of workplace changes lies ahead due to acceleration of automation, digitization, and other trends.

Online grocery shopping surged since the pandemic kept Americans at home. The CEO of Whole Foods says as people start to feel more safe going out, that trend will fade.

The Marketing organizational survey 2020 provides marketing leaders with the latest insights to optimize their organizational structure and build a more scalable, flexible, and resilient marketing organization

The Marketing Operations Survey uncovers best practices for the marketing operations leaders' role’s current scope, future mandate, and provides insight into the most critical key performance indicators, development priorities and operational marketing technologies.

Amazon’s business is delivering very rapid revenue growth but not accumulating any surplus cash or profits, because every penny of cash is being ploughed back into expanding the business further. But, this is not because any given business runs permanently at a loss - it is because the profits from what is already there are spent on making new businesses. In the past, that was mostly in operations, but in recent years the investment firehose has again been pointed at capex.

The mind-bending bigness of Neuralink’s mission, combined with the labyrinth of impossible complexity that is the human brain, made this the hardest set of concepts yet to fully wrap my head around—but it also made it the most exhilarating when, with enough time spent zoomed on both ends, it all finally clicked. I feel like I took a time machine to the future, and I’m here to tell you that it’s even weirder than we expect.

Through thoughtful design, agile and lean management can be the perfect match for companies in search of lasting performance improvement.

we’re in a period of both forced experiment and forced experimentation. In January everyone was online and willing to try anytime online: now we have no choice. So, some of this is the future happening more quickly, with years of growth being pulled forward, but some of it also is an experiment that won’t stick. We’ll find out which in the next six months or so.

In this section, dive into one of the 55 Business Model Patterns, each providing a practical template to help you build new business models from scratch and supercharge your existing business models. A short description is provided, capturing the key concept and underlying mechanisms of the respective business model pattern, as well as exemplary firms applying the pattern.

The physical world will become machine-readable, clickable, & searchable. There will be new interfaces & new ways to navigate & create content. We will create new lexicons and even new architectures for our digital selves and the digital world around us. What could a day in the metaverse look like? What if interacting with our digital assistants and virtual life could be more streamlined, productive and even fun? For many tasks, smartphones are bulky. They don’t allow us to work with both hands. They’re awkward as mirrors to the augmented world. AR glasses offer a different solution, one where the digital and physical come together in a streamlined approach.

I’m typing this in my sweatpants, in my living room, because our offices have been closed since mid-March as a result of the Covid-19 pandemic. My internet goes out approximately twice a day. I exercise in the same space in which I answer emails and Slack messages. I sort of mentally crumple up my day as I move from the living room to the kitchen for dinner. I am just a small part of an accidental grand experiment: Do knowledge workers really need the office?

Strategic and organizational factors are what separate successful big-company innovators from the rest of the field.

Leverage the data and insights in our State of Corporate Innovation Report to support making the case for innovation management as a core competency.

The food delivery ecosystem suffers from a lack of differentiation, compounded by an opaque and confusing web of markups and fees.

How do companies like Amazon and Apple consistently make game-changing products? Here are 10 types of innovation, and the tactics that lead to big breakthroughs.

Telehealth has helped expand access to care for patients restricted from seeing their doctors. Actions taken today will determine if its full potential is realized after the crisis is over.

MIT Sloan has developed, validated and applied a new framework called the “innovation radar.” This tool presents and relates all of the dimensions through which a firm can look for opportunities to innovate. Much like a map, the innovation radar consists of four key dimensions that serve as business anchors: (1) the offerings a company creates, (2) the customers it serves, (3) the processes it employs and (4) the points of presence it uses to take its offerings to market. Between these four anchors, we embed eight other dimensions of the business system that can serve as avenues of pursuit. Thus, the innovation radar contains a total of 12 key dimensions.

Organizations should first consider how the behind-the-scenes logistics of their “Full Service 2.0” offering will be best facilitated by advances in technology. Ride-sharing services could provide a chauffeur-like experience by modifying their algorithms to allow a user to request trips with the same driver instead of the first available car. Hotels may accelerate the introduction of robots to handle room deliveries or other in-room services in a socially distant manner. Technology gives organizations new options to address the previously high costs of high-touch, full-service models or the uncertainties around service and delivery times that turned away consumers from these services.

La numérisation de la TPS et de la TVQ en utilisant les technologies de traçabilité permettrait de connaître l’origine détaillée des produits et des services et les technologies des registres distribués décentralisés (Blockchain) permettraient de certifier le pourcentage de contenu local. La numérisation de ces deux taxes serait par conséquent un excellent moyen pour bâtir l’infrastructure technologique du Panier Bleu.