Rewired : the McKinsey guide to outcompeting in the age of digital and AI /

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"Digital transform is hard. It is tempting to point to the "usual suspects" as the reasons for these shortfalls: cumbersome IT estates, poor data, lack of talent, among others. These issues are real, but they also tend to mask more fundamental issues that are the real culprits behind...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Lamarre, Eric (Autor), Smaje, Kate (Autor), Zemmel, Rodney (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons, Inc., [2023]
Temas:
Business enterprises > Technological innovations.
Business > Data processing.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover Page
  • Title Page
  • Copyright
  • Contents
  • Introduction: The enterprise capabilities that turn digital and AI into a source of ongoing competitive advantage
  • Digital as a source of competitive advantage
  • The "How"
  • What this book is . . . and isn't
  • It's still Day 1 for digital and AI transformation
  • Notes
  • Section One: Creating the Transformation Roadmap: A business-led roadmap is the blueprint for a successful digital and AI transformation
  • Chapter 1 Get your top team inspired and aligned
  • Vision
  • Alignment
  • Commitment
  • Notes
  • Chapter 2 Choose the right transformation "bite size"
  • The domain-based approach
  • Prioritizing domains
  • Note
  • Chapter 3 Have business leaders define what's possible
  • How to think about emerging technologies such as Generative AI
  • Note
  • Chapter 4 Figure out what resources you need to achieve what you want
  • Pod composition
  • Pod archetypes
  • Estimating overall talent needs
  • Note
  • Chapter 5 Build capabilities for now and the next decade
  • Assessing foundational digital capabilities
  • Scoping your capability-building needs
  • Partnering to accelerate capability building
  • Chapter 6 The digital roadmap is a contract for your C-suite
  • Chapter 7 The ultimate corporate team sport
  • The CEO
  • The chief transformation officer
  • The CTO, CIO, and CDO
  • The chief data officer
  • The CHRO
  • The CFO
  • The chief risk officer
  • Leaders of business lines and business functions
  • Getting Ready Section One
  • Section Two: Building Your Talent Bench: Creating an environment where digital talent thrives
  • Chapter 8 Core versus noncore capabilities - strategic talent planning
  • What talent do you need in-house?
  • Understanding the digital talent you have
  • Determining the talent gap
  • Notes
  • Chapter 9 The talent team that can build your digital team
  • Chapter 10 Hiring digital talent when they're actually interviewing you
  • A relevant, compelling, and authentic employee value proposition
  • A recruiting experience built around the candidate
  • Finding talent internally
  • New employee onboarding journey
  • Diversity, equity, and inclusion
  • Notes
  • Chapter 11 Recognize distinctive technologists
  • Adjust compensation to pay for skills
  • Use tech competency markers in performance management
  • Chapter 12 Fostering craftsmanship excellence
  • Flexible career paths
  • Tailored learning journeys
  • Getting Ready Section Two
  • Section Three: Adopting a New Operating Model: Rearchitecting your organization and governance to be fast and flexible
  • Chapter 13 From doing agile to being agile
  • Three ceremonies that matter most to drive agile performance
  • Note
  • Chapter 14 Operating models that support hundreds of agile pods
  • Organizational building blocks
  • Operating model design options
  • Notes
  • Chapter 15 Professionalize product management
  • Career paths and professional development
  • Note

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