Rewired

Praise for REWIRED "Rewired will become the go-to playbook for people who want to harness digital innovation to drive competitive business outcomes." -DR. ALBERT BOURLA, Chairman and CEO, Pfizer "In typical McKinsey fashion, this insightful book makes the challenge of tech-enabled transformations all the more approachable and actionable." -CHUA ("SK") SOCK KOONG, Board at Bharti Airtel, Prudential, Royal Philips, Ayala Corporation; former CEO, Singtel "An absolute must-read for any executive with aspirations for leading a multinational company." -MARTIN SHANKLAND, Executive Board Member for Global Operations, adidas "This book gives insight into the capabilities and frameworks needed to win." -JULIE DILLMAN, EVP, Chubb Group; Senior Executive, Operations and Technology, and Digital Transformation Officer "Rewired is written with a practitioner's eye and provides a clear roadmap for building your enterprise capabilities and concrete examples that will greatly increase your organization's odds of success." -JEFF HARMENING, Chairman and CEO, General Mills "Rewired shows the way forward by not just clarifying the role of technology, but also showing how to apply the technology in order to achieve a competitive advantage." -DR. MARKUS KREBBER, CEO, RWE AG "A must-read for any organization looking to stay competitive in the digital age." -MATT ANDERSON, Chief Digital Officer, The Carlyle Group "Lamarre, Smaje, and Zemmel have undertaken a unique service to cut through the complexity of digital and AI transformations and make it navigable." -CHUCK MAGRO, CEO, Corteva Agriscience "To stay competitive and at the forefront of any industry, businesses must continuously adapt and evolve with technology. Rewired tackles the key question of how." -ROBIN VINCE, President and CEO, BNY Mellon

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