FedEx launched its global digital finance transformation for 220 countries and territories with a series of discussions about processes with employees in regions around the world to gain and maintain buy-in at all levels of the organization. Leading a global finance digital transformation at FedEx started with conversations with employees to understand how business processes and agility could be improved in a new cloud environment, says Vice President of Business Transformation Chris Wood.
Cyber attacks are growing exponentially and becoming more sophisticated, so companies need to increase employees’ level of cyber-risk awareness. Credit: SergeyNivens via Adobe Stock Educating employees about cyber security best practices helps organizations better protect their data and integrity.
In the last few years, organizations have begun to focus more on digital transformation – moving workloads to the cloud, deploying the Internet of Things (IoT), experimenting with artificial intelligence and data analytics, and embracing a myriad of other technologies – all to become more efficient, deliver a better customer experience and, ultimately, drive more revenue.
More than 70% of companies have now migrated at least some workloads into the public cloud, according to Gartner research. This momentum will continue as companies plan to increase their cloud adoption in the wake of COVID-19. Yet even as enterprises embrace the many benefits of the cloud, managing the cost of cloud computing is an ongoing challenge.
Twenty years ago, a group of 17 software developers changed the world. In February 2001, what came to be known as the Agile Alliance developed the Manifesto for Agile Software Development . Written over a long weekend at Snowbird, a ski resort in the Wasatch Mountains of Utah, the Manifesto advocated a new approach to software—one that emphasized adaptation, action, and speed over careful planning and consideration.
Leonard, the chairman of a global consumer goods company, was wondering what to do with the two co-CEOs running the firm. While it had seemed a great idea to have two individuals at the helm, this arrangement had led to conflicts, stalled initiatives and an overall lack of direction. Some of the company’s most valued executives had left.
Adrian Butler grew up in a farm community of no more than 100 people, so when he became CIO of Casey’s General Stores, a $9 billion convenience store chain with a large rural presence, the job had real meaning for him. “Casey’s opened its first store in Boone, Iowa in 1968,” says Butler. “In many ways, the Casey’s guest is me and my family.
Transitioning to cloud is often more complex than anticipated. In some cases, for example, companies end up replicating team structures and established processes, which makes it almost impossible to capture the full scope of benefits that cloud offers.
In this episode of The McKinsey Podcast , Chris Gagnon and Elizabeth Mygatt talk about what it takes for companies to be “future ready” in the world after the COVID-19 pandemic
Recent Gartner research found that 71% of HR leaders are more concerned about employee collaboration this year than they were before the COVID-19 pandemic. How valid are these concerns, and what needs to be done to protect and drive collaboration and innovation in today’s remote and hybrid working environments?
Life is like riding a bicycle. To keep your balance, you must keep moving. – Albert Einstein. We need instant adaptability to the new skillsets in the unknown future of work. The Covid-19 pandemic is a prime example of how change is accelerating and requiring us to adapt instantly.
In this episode of the McKinsey Global Institute’s Forward Thinking podcast, MGI’s James Manyika explores the implications of artificial general intelligence (AGI) for jobs, particularly in rural America, with Kevin Scott, Microsoft’s chief technology officer and author of Reprogramming the American Dream: From Rural America to Silicon Valley—Making AI Serve Us All (HarperCollins, 2020).
COVID-19 and its effects accelerated digital business at an unprecedented pace, and CEOs continue to invest in digital capabilities as they look to take advantage of what many expect to be a fast, sharp recovery. CIOs and their IT teams are key to this digital strategy and execution , but is the IT organizational culture up to the task?
According to the 2020 Gartner View From the Board of Directors Survey, digital tech initiatives are the No. 1 priority of board members — and organizations feel the urgency. However, a lack of niche digital skills coupled with high demand threatens innovation and long-term competitive advantages while also driving up hiring costs.
