麥肯錫-什么是數字化轉型 What is digital transformation 2024

June2023

Mckunsey

&company

McKinseyExplainers

Whatisdigitaltransformation?

Digitaltransformationistherewiringofanorganization,withthegoalofcreatingvaluebycontinuouslydeployingtechatscale.

Digitaltransformationisthefundamentalrewiringofhowanorganizationoperates.Thegoalofadigitaltransformation,asoutlinedinthenewMcKinsey

bookRewired:AMcKinseyGuidetoOutcompetingintheAgeofDigitalandAI(Wiley,June20,2023),shouldbetobuildacompetitiveadvantageby

continuouslydeployingtechatscaletoimprovecustomerexperienceandlowercosts.

Likemanycommonlyusedphrases,“digital

transformation”hasdevolvedintoacatchalltermthatmeansdifferentthingstodifferentpeople.

That’saproblem.Digitaltransformationiscriticalfororganizationstonotonlycompetebutsurvive.Ifleaderscan’tbeclearaboutwhatadigital

transformationis—andaligntheirorganizationaroundaspecificprogram—theycan’texpecttobesuccessful.

Digitaltransformationsaredifferentfromregular

businesstransformations,inbothsmallandbigways.Foronething,businesstransformationsusually

endonceanewbehaviorhasbeenachieved.Digitaltransformations,ontheotherhand,arelong-term

effortstorewirehowanorganizationcontinuouslyimprovesandchanges(andthatmeansreallylongterm;mostexecutiveswillbeonthisjourneyfortherestoftheircareers).That’sbecausetechnology

isnotonlybecomingfurtherintegratedinbusinessbutalsoconstantlyevolving.Forexample,giventhegrowingimportanceofAIingeneratingbusiness

insightsandenablingdecision-makinglogic,anydigitaltransformationshouldalsobe

anAItransformation.

Aswe’llshow,successfuldigitaltransformationshingelessonhowcompaniesusedigitalandmoreonhowtheybecomedigital.

Whatcapabilitiesareneededtomovetheneedleondigitaltransformation?

Successfuldigitaltransformationrequiresavarietyofcoordinatedactions.Rewiredlaysoutsixcapabilitiescriticalforsuccessfuldigitaltransformation:

—Theabilitytocraftaclearstrategyfocusedon

businessvalue.Companiesshouldfocustheir

transformationsonspecificdomains(customerjourneys,processes,orfunctions)thatgeneratesignificantvalueforthebusiness.Thetrans-

formationshouldbeguidedbyaroadmap,whichdetailsthesolutionsandresourcesneededto

deliverchangetoprioritizeddomains.

—Astrongtalentbenchwithin-houseengineers.Nocompanycanoutsourceitswaytodigital

excellence.Beingdigitalmeanshavingyourownbenchofdigitaltalentworkingsidebysidewithyourbusinesscolleagues.Thebestdigitaltalentprogramsgowaybeyondhiring:theyshould

includeemployeevaluepropositionsthatattract

WhatwemeanbydigitalandAItransformation

LedbyCEOandtopteam.

AdigitalandAItransformationistheprocessofdeveloping

Thesourceofcompetitiveadvantage.

organizationalandtechnology-basedcapabilities

It’sneverbeendone! Bothmatter.

thatallowacompanytocontinuouslyimprove

itscustomerexperienceandloweritsunitcosts;andovertimesustainacompetitiveadvantage.

Thefinality.

2Whatisdigitaltransformation?

andretainthebesttalent;agileanddigital

HRprocessestofind,manage,andtraintalent;andahealthyenvironmentwherethebest

talentthrives.

—Anoperatingmodelthatcanscale.Digital

transformationsdependoncross-functionalteamsthatbringtogetherpeoplefrom

acrossthecompany.Mostcompaniesalreadyhaveahandfuloftheseteams,butscalingto

supporthundredsorthousandsofthemrequiresanewoperatingmodel.Therearethreeprimaryoperatingmodelstoconsider:thedigitalfactory,

theproductandplatformmodel,andtheenterprise-wideagilitymodel.

—Distributedtechnologythatallowsteamsto

innovateindependently.Technologyinan

organizationshouldmakeiteasierforteamstocontinuallydevelopandreleasedigital

innovationstousers.Tomakethishappen,

organizationsshouldfosteradistributed

technologyenvironmentwhereeveryteamcanaccessthedata,applications,andsoftware

developmenttoolstheyneed.Recenttechnologyadvancescanhelpcreatethisdistributed

environment—theseincludethethoughtfuluseofAPIstodisengageapplications,theavailabilityofdevelopertooling,theselectivemigration

ofhigh-valueworkloadstothecloud,andtheautomationofinfrastructureprovisioning.

—Accesstodatathatteamscanuseasneeded.

Reliable,currentdataarecrucialtosuccessful

digitaltransformations.Dataarchitecture

shouldproducedatathatareeasilyaccessible

byteamsacrossanorganization,andshouldbecontinuallyassessedandupdated.Strong

governanceisrequiredtoenablethiscapability.Thecoreelementisthedataproduct,which

structuresvariouspiecesofdataintoacoherentunitthatcanbeeasilyconsumedbyarangeof

teamsandapplications.

—Strongadoptionandchangemanagement.In

thepast,thetechnologyadoptioncyclewasa

linearprocessofgatheringrequirements,

developingsolutions,testing,andthentraining

theenduser.Thisprocessoftenresultedinlow

adoptionratesandultimatelylowbusinessvalue.Digitaltransformationsfollowafarmoreiterativeprocessofdesigning,prototyping,collecting

feedback,andimprovingthesolutionsoitcan

capturethefullvaluepotential.Asaruleof

thumb,foreverydollaryouspendondevelopingadigitalsolution,plantospendatleastanotherdollaronimplementingprocesschanges,usertraining,andchange-managementinitiatives.

Companiesshouldthinkaboutadoptionand

scalingatthebeginningoftheirtransformationsotheycanbuildintheresourcesneededto

deliverthechange.

Nodigitaltransformationcanbesuccessfulwithoutcoordinatedactionacrossalltheseareas.

Whatisadomainandwhydoesitmatter?

Digitaltransformationshaveamuchimproved

probabilityforsuccesswhenteamsfocuson

changingentiredomains(forexample,acustomerjourney,process,orfunctionalarea)ratherthan

onlyonusecases(asinglestepwithinthedomain,suchasansweringacustomer-servicecall).A

focusondomainsisconducivetoeffectivechangebecauseitencompassesallrelatedactivitiesto

deliveracompletesolution.Soinsteadoffocusingonjustonestepofaprocess—suchascreatingtheprocessforacustomertoopenabankaccount

throughanapp—thedomainwouldalsoincludealltheotheractivities(accountsetup,verification,

workflowautomation,etcetera)requiredtoopentheaccount.Reckoningwithallthoseother

activitiesiswhatallowsasolutiontodeliveritsvalue.Adomainshouldbelargeenoughtobevaluable

andnoticeabletothecompanybutsmallenoughto

Whatisdigitaltransformation?3

It’simportanttoexperimentandlearn

rapidly,butit’salsocriticaltoresistthetemptationtodevelopusecaseswith

excitingnewtechnologythatdoesn’tendupcreatingvalueforthebusiness.

betransformedwithoutrelyingtoomuchonother

partsofthebusiness.Managingtheinterconnectivityofusecasesandsolutionswithinadomainisone

ofthekeystotransformationsuccess.

WhatrolecanAIplayinadigitaltransformation?

AI,andparticularlygenerativeAI,isupendinghowcompaniesoperateandbuildvalue,presenting

hugeopportunitiesincludingcontentgeneration,newdiscoveries(particularlyinfieldssuchas

pharmaceuticalsandchemicals),andcoding.

Butitcanbeeasytogetdistractedbyshinynewtoys.Thelessonsofpasttechnologyinnovations

stillapply:valuecomesfromhavingaclear

understandingofbusinessgoalsandhow

technologycanhelpmeetthem.It’simportant

toexperimentandlearnrapidly,butit’salso

criticaltoresistthetemptationtodevelopuse

caseswithexcitingnewtechnologythatdoesn’tendupcreatingvalueforthebusiness.

BuildingvaluewithgenerativeAIrequiresthesamestrongcompetenciesneededforasuccessful

digitaltransformation,includingaclearstrategy,anin-housedigitaltalentpool,andaresponsiveand

scalableoperatingmodel.Andit’snotjustaone-and-done:companiesthatwishtoincorporategenAIintotheirvaluepropositionswillneedto

continuallyrevisittheirdigitaltransformationroadmapsandreviewprioritizedsolutionstodeterminehownewiterationsofgenerativeAImodelscan

supporttheirgoals.

Whatarethekeyleadershiprolesinadigitaltransformation?

Asuccessfuldigitaltransformationtouchesabroadrangeofanorganization’sfunctionssotheycan

worktogetherinnewways.Thisrequireslarge-

scaleandcoordinatedinvestments.Theonlypersonwhocanmakethatlevelofsustainedchange

happenistheCEO.OneoftheCEO’scrucialjobsistoensurealignment,commitment,and

accountabilityamongtheleadershipteam.Withoutanyofthese,progressondigitaltransformations

canrapidlystall.

LeadersattheC-suiteandbusinessunitlevelhave

crucialtasksaswell.Whenitcomestotech,the

chiefinformationofficertypicallyfocuseson

improvingtheinnerworkingsofthecompanywithtechnology.Thechieftechnologyofficerusually

worksonimprovingcustomerofferingswith

technology.Chiefdigitalofficers,inmanycases,actascoleadersofthetransformationandtypically

workwithdigitalandAItechnologiestocreatenewdigitalexperiencesforusers.Thechiefhuman

resourcesofficerplaysacrucialroleearlyinthetransformationtosecuredigitaltalentandto

4Whatisdigitaltransformation?

putinplacethetalentmanagementpracticesthatwilldevelopandretaindigitaltalent,whilethe

CFOoverseesthetransformationbusinesscaseandthetrackingofthevaluerealization.Finally,

thechiefriskofficerneedstodirecttheintegrationofriskchecksintothedevelopmentprocess,

andunderstandhowtorespondtonewrisks,suchasdataprivacyandcybersecurity,thatadigital

andAItransformationmaygenerate.

Howdoyouknowifadigitaltransformationisworking?

Itcanbesurprisinglydifficulttoknowhowadigitaltransformationisgoing.Withoutproperlytrackingandmeasuringoutcomes,leaderswillstruggleto

manageperformanceandensurethatthechangeshappeningarecreatingvalue.

Knowingwhattomeasureishalfthebattle.Indigitaltransformations,keyperformanceindicators(KPIs)usuallyfallintothreecategories:

—Valuecreation.DigitalsolutionstypicallytargetoneorafewoperationalKPIsthatcanusuallybetranslatedintofinancialbenefits.

—Teamhealth.Manydigitaltransformations

progressmoreslowlythaninitiallyplanned

becausetheirteamsareunderstaffed,theydidnotadoptmodernwaysofworkingsuchas

agile,ortheylackcriticalcapabilitiessuchasproductmanagementanduser-experience

design.Inourexperience,high-performing

teamscanbefivetimesmoreproductivethanlow-performingteams.

—Change-managementprogress.Thesemetricsmeasuretheprogressinbuildingnewcapabilitiesandthehealthofthetransformationitself.

Arewemobilizingteamsasplanned?Arepeopleengaged?Arewebuildingcapabilitiesandtalent?Arepeopleseamlesslyusingthetechnology,

tools,andproductsbeingdeveloped?Inourexperience,theperfectistheenemyofgoodwhenmanagingchange.

Whatcompaniesaredoingthiswell?

Tobedigital,everycompanyneedstorewirehowitworks.Onceuponatime,Amazonwasjust

anotherstart-up:ithadtoinvestinitstechnology,data,performancemanagement,andtalent

practicesoveryearstobecomeanindustry

leader.Thegoodnewsisthatsuccessfuldigitaltransformationsaren’tjustthepurviewofthe

techtitans.Establishedcompaniesofallkindscanbesuccessfulontheirdigitaltransformation

journeys.Herearethreeexamples:

—Thecopper-mininggiantFreeport-McMoRan

unlockednext-levelperformancebybuildinganddeployinganAImodelatanore-concentrating

millinBagdad,Arizona.Leadershipsetthe

aspirationtoincreasethesite’scopperoutput

withoutamassiveinjectionofcapital.The

companypulledtogethercross-functionalteamstobuild,test,anditerateontheAImodel,shiftingtheculturetofocusonrapiditerationsand

continuousimprovement.Freeport-McMoRanputaseniorproductmanagerinchargeto

helpcoordinateteamsandimproveallocationsacrossworkingteams,assignedafinance

directortomanageimpacttrackingand

reporting,andinstitutedaquarterlyplanning

system(similartoquarterlybusinessreviews)inwhichtopleadersfromthecompanycame

togethertosetobjectivesandkeyresultsandtofocusresourcesonhigh-priorityareas.

—Vistra,oneofthelargestpowerproducersintheUnitedStates,builtamultilayeredneuralnetworkmodeltoimproveoverallefficiency,improve

reliability,andreduceemissions.Themodel

combedthroughtwoyears’worthofdataattheplantandlearnedwhichcombinationoffactors

wouldoptimizeaplant’sefficiencyatanygiventime,convertingthemintoanAI-powered

enginethatgeneratesrecommendationsevery30minutesforoperatorstoimprovetheplant’sheat-rateefficiencywhileextendingassetlife.

Keytothesuccessofthisapproachwasbuildingacapabilitytoscalethesolutions(forexample,

Whatisdigitaltransformation?5

—“Thedigital-valueguardian:CEOsanddigitaltransformations,”December20,2021,EricLamarre,KateSmaje,andRodneyZemmel

—“ScalingAIlikeatechnative:TheCEO’srole,”O(jiān)ctober13,2021,JacomoCorbo,David

Harvey,NicolasHohn,KiaJavanmardian,andNayurKhan

—“Strategyforadigitalworld,”McKinseyQuarterly,October8,2021,SimonBlackburn,JeffGalvin,LauraLaBerge,andEvanWilliams

—“CHROperspectivesonleadingagilechange,”August30,2021,JasonInacio,DávidKincsem,andDánielRóna

—“HowCIOsandCTOscanacceleratedigital

transformationsthroughcloudplatforms,”

September15,2020,JayneGiemzo,MarkGu,JamesKaplan,andLarsVinter

amachine-learning-operationsinfrastructuretostandardizeandmaintainmodels)sotheycouldbeeasilyappliedandtailoredtoeachofthe

stationsinVistra’snetwork.Across-functional

teamincludingplantoperators,datascientists,

analyticstranslators,andpowerprocessexperts

ensuredrapiddevelopment,high-qualitymodels,andadoptionofthemodels.

—AnAIbothelpedEmiratesTeamNewZealand

winitsfourthAmerica’sCupin2021.Usingdeepreinforcementlearning,thebotlearnedhowto

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becomeaprofessionalsailor.Thishappenedbybringingtogethersailorsanddatascientists

todevelopandtrainthebotssothattheycouldlearndynamicallyandgaingreateraccuracy

throughcontinuousfeedback.Theteamput

extensivetimeintofiguringouttherightlearningmodels,howbesttocoachthebot,andther