The Ledger
Curated content foranalytical business leaders
McKinsey: Solving the digital and analytics scale-up challenge in consumer goods
November 24, 2020
“In the early days of digital and analytics transformations, companies prioritized individual use cases, largely in the commercial functions, based on feasibility and impact. To support the highest-priority use cases, companies then established a set of broad-based enablers—for instance, a data lake, a technology stack, and a technical organization that housed all newer talent profiles, such as data scientists. In theory, these enablers would meet the needs of the entire enterprise. In practice, however, generic enablers rarely meet specific business requirements. Successfully scaling up digital and analytics efforts thus requires a different approach: one that prioritizes fully enabled domain transformations rather than unrelated use cases.”
CFO Journal: What’s on Your Transformation Risk Checklist? Part 1
November 23, 2020
In finance transformations, CFOs have a strong chance to effectively identify and manage existing risks:
1. Making the wrong transformation choices
2. Resource risks
3. Leadership commitment and continuity
4. Third-party or agency risks
5. Ineffective planning and alignment processes
6. Behavioral resistance to change
7. Black swan and other contextual risks
CFO Dive: Data analytics, RPA top list of 2021 digital priorities, survey finds
November 20, 2020
“CFOs should primarily focus on identifying the investments that will drive positive business outcomes and enhance employee performance within new hybrid working models, the researchers wrote. CFOs will also need to reassess how they measure business performance while also encouraging new business models that support digital growth.”
McKinsey: How to become ‘tech forward’: A technology-transformation approach that works
November 19, 2020
“The current COVID-19 crisis, of course, is having a significant impact on how CIOs and businesses manage tech transformations. Despite the pressures it has added to costs, however, the urgency to get moving and transform has never been higher, according to many CIOs. But while the demands placed on the technology function have grown, so too have the opportunities. Experience suggests that the most effective transformations are not only comprehensive, covering the function’s role, delivery model, and core systems, but also sequenced to ensure that changes that reinforce each other are carried out together. With up-front planning focused on business value and careful delivery, a company can bring its technology function forward and gain the capabilities to thrive in challenging digital markets.”
