麦肯锡：建立设计为导向的文化(图文)
大多数公司还没有意识到数字化整体价值、领导力和人才是走向成功最大的障碍。然而那些取得很好成绩的公司正在改变策略，引进最好数字化人才，并积极参与其中。
Going digital is quickly becoming common practice—or at least a common mandate—at many companies. But while most executives have high expectations for the business benefits of digital initiatives, according to McKinsey’s newest survey on the topic,1 the results suggest that digital’s promise seems more of a hope than a reality. Issues of scale remain a challenge,
as they have in previous years.2 Few executives say that their companies’ business activities are more digital than not or that their companies have captured a meaningful share of the potential value that digital could bring their business. The most common hurdle to meeting digital priorities, executives say, is insufficient talent or leadership, which tops a longer list of complex challenges. The companies that are succeeding at digital (our “high performers”) have a more active digital agenda than others, are more effective at attracting and retaining digital talent, and offer other lessons for success—among them, taking more risks in their digital programs, moving faster to implement initiatives, and reallocating their resources and their best people to digital work.
点击下载英文调查报告：Cracking the digital code.pdf
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