Rewired

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 1Section One Creating the Transformation Roadmap: A business-led roadmap is the blueprint for a successful digital and AI transformation 15Chapter 1 Get your top team inspired and aligned 19Chapter 2 Choose the right transformation "bite size" 25Chapter 3 Have business leaders define what's possible 33Chapter 4 Figure out what resources you need to achieve what you want 43Chapter 5 Build capabilities for now and the next decade 49Chapter 6 The digital roadmap is a contract for your C-suite 57Chapter 7 The ultimate corporate team sport 61Getting Ready -- Section One 67Section Two Building Your Talent Bench: Creating an environment where digital talent thrives 69Chapter 8 Core versus noncore capabilities -- strategic talent planning 71Chapter 9 The talent team that can build your digital team 83Chapter 10 Hiring digital talent when they're actually interviewing you 87Chapter 11 Recognize distinctive technologists 101Chapter 12 Fostering craftsmanship excellence 107Getting Ready -- Section Two 115Section Three Adopting a New Operating Model: Rearchitecting your organization and governance to be fast and flexible 117Chapter 13 From doing agile to being agile 119Chapter 14 Operating models that support hundreds of agile pods 131Chapter 15 Professionalize product management 149Chapter 16 Customer experience design: The magic ingredient 159Getting Ready -- Section Three 167Section Four Technology for Speed and Distributed Innovation: Building a technology environment that empowers the entire organization to digitally innovate 169Chapter 17 Decoupled architecture for development flexibility and operational scalability 173Chapter 18 A more surgical and value-backed approach to cloud 185Chapter 19 Engineering practices for speed and high-quality code 193Chapter 20 The tools to make your developers highly productive 207Chapter 21 Delivering production-grade digital solutions 215Chapter 22 Build in security and automation from the start 221Chapter 23 MLOps so AI can scale 227Getting Ready -- Section Four 235Section Five Embedding Data Everywhere: What it takes to make data easy to consume across the organization 237Chapter 24 Determine what data matters 239Chapter 25 Data products: The reusable building blocks for scaling 247Chapter 26 Data architecture, or the system of data "pipes" 259Chapter 27 Organize to get the most from your data 273Getting Ready -- Section Five 285Section 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 287Chapter 28 Nail user adoption and underlying business model changes 291Chapter 29 Design solutions for easy replication and reuse 301Chapter 30 Ensuring impact by tracking what matters 313Chapter 31 Managing risk and building digital trust 329Chapter 32 So, what about culture? 335Getting Ready -- Section Six 345Section Seven Transformation Journey Stories: An exploration of how three companies have driven successful digital and AI transformations 347Chapter 33 Freeport-McMoRan turns data into value 349Chapter 34 DBS -- A multinational bank becomes a digital bank 357Chapter 35 The future of play takes shape at the LEGO Group 365Acknowledgments 373Index 377