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[行情资讯] 麦肯锡最新研究:《为什么你的下一个转变应该是“全力以赴”》(11页英文PDF) [推广有奖]

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Why your next transformation should be ‘all in’
为什么你的下一个转变应该是“全力以赴”
October 2019 | Article
2019年10月|文章
usiness transformation programs have long focused on productivity improvement—taking a “better, faster, cheaper” approach to how the company works. And for good reason: disciplined efforts can boost productivity as well as accountability, transparency, execution, and the pace of decision making. When it comes to delivering fast results to the bottom line, it’s a proven recipe that works.
长期以来,业务转型计划一直专注于提高生产力,对公司的运作采取“更好、更快、更便宜”的方式。有充分的理由:有纪律的努力可以提高生产力,同时也可以提高责任感、透明度、执行力和决策速度。当涉及到快速交付结果的底线,这是一个行之有效的食谱。
The problem is, it’s no longer enough. Digitization, advanced technologies, and other forms of tech-enabled disruption are upending industry after industry, pressuring incumbent companies not only to scratch out stronger financial returns but also to remake who and what they are as organizations.
问题是,这已经不够了。数字化、先进技术和其他形式的技术性破坏正在颠覆一个又一个行业,这不仅迫使现有公司获得更高的财务回报,而且迫使它们重新塑造自己的组织形象。
Doing the first is hard enough. Tackling the second—changing what your company is and does—requires understanding where the value is shifting in your industry (and in others), spotting opportunities in the inflection points, and taking purposeful actions to seize them. The prospect of doing both jobs at once is sobering.
做第一件事已经够难了。解决第二个改变你的公司是什么和做什么的问题,需要了解你所在行业(和其他行业)的价值在哪里转移,在拐点中发现机会,并采取有目的的行动来抓住它们。同时做这两项工作的前景令人清醒。
It’s entirely possible for organizations to ramp up their bottom-line performance even as they secure game-changing portfolio wins that redefine what a company is and does.
组织完全有可能提高他们的底线绩效,即使他们获得了改变游戏规则的投资组合,重新定义了一个公司是什么和做什么。
How realistic is it to think your company can pull it off? The good news is that our research demonstrates it’s entirely possible for organizations to ramp up their bottom-line performance even as they secure game-changing portfolio wins that redefine what a company is and does. What’s more, “all-in” transformations that focus on the organization’s performance and portfolio appear to load the dice in favor of transformational results. By developing these two complementary sets of muscles, companies can aspire to flex them in a coordinated way, using performance improvements to carry them to the next set of portfolio moves, which in turn creates momentum propelling the company to the next level.
认为贵公司能成功是多么现实?好消息是,我们的研究表明,组织完全有可能提高他们的底线绩效,即使他们确保了改变游戏规则的投资组合的胜利,重新定义了一个公司是什么和做什么。更重要的是,专注于组织绩效和投资组合的“全方位”转型似乎是为了获得转型成果。通过开发这两组互补的肌肉,公司可以渴望以协调的方式调整它们,利用绩效改进将它们带到下一组投资组合移动中,这反过来又创造了推动公司达到下一个水平的动力。

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军旗飞扬 发表于 2020-1-10 21:48:10 |显示全部楼层 |坛友微信交流群

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