2024-06-06 18:19:42,568 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 18:19:42,568 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 18:19:42,569 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 18:19:42,569 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 18:19:42,572 [DEBUG] embed_tuning: Nr of potential chunks: 5 2024-06-06 18:19:42,572 [DEBUG] embed_tuning: chunk: [('h1', 'Why AE?\n'), ('p', 'We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination.\n')] 2024-06-06 18:19:42,573 [DEBUG] embed_tuning: chunk_content: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. 2024-06-06 18:19:42,573 [DEBUG] embed_tuning: chunk: [('h2', 'Helping you thrive in a digital world\n'), ('p', 'Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology.\n')] 2024-06-06 18:19:42,574 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. 2024-06-06 18:19:42,574 [DEBUG] embed_tuning: chunk: [('h2', 'What makes us unique?\n'), ('h3', 'Small enough to care, big enough to deliver\n'), ('h3', 'We blend ICT and business\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'A broad offering with in-depth expertise\n'), ('h3', 'A strong belief in people\n'), ('h3', 'Satisfied & loyal customers\n'), ('h2', 'So where do we start?\n'), ('p', 'We believe that thriving in a digital world requires mastery and maturity in these specific domains.\n'), ('p', 'Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services.\n')] 2024-06-06 18:19:42,575 [DEBUG] embed_tuning: chunk_content: What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. 2024-06-06 18:19:42,575 [DEBUG] embed_tuning: chunk: [('h3', 'We value (our) people\n'), ('h3', '\n'), ('h3', 'We value (our) people\n'), ('h3', '\n'), ('p', 'Our own people. But also your people. Our employees. Your customers. 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It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. 2024-06-06 18:19:42,576 [DEBUG] embed_tuning: chunk: [('h1', 'Great Place To Work\n')] 2024-06-06 18:19:42,576 [DEBUG] embed_tuning: chunk_content: Great Place To Work 2024-06-06 18:19:42,577 [DEBUG] embed_tuning: Remaining Chunk: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. Great Place To Work 2024-06-06 18:19:42,577 [DEBUG] embed_tuning: Remaining Length: 1863 2024-06-06 18:21:42,180 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 18:21:42,180 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 18:21:42,181 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 18:21:42,181 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 18:21:42,184 [DEBUG] embed_tuning: Nr of potential chunks: 5 2024-06-06 18:21:42,184 [DEBUG] embed_tuning: chunk: [('h1', 'Why AE?\n'), ('p', 'We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination.\n')] 2024-06-06 18:21:42,185 [DEBUG] embed_tuning: chunk_content: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. 2024-06-06 18:21:42,185 [DEBUG] embed_tuning: chunk: [('h2', 'Helping you thrive in a digital world\n'), ('p', 'Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology.\n')] 2024-06-06 18:21:42,185 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. 2024-06-06 18:21:42,186 [DEBUG] embed_tuning: chunk: [('h2', 'What makes us unique?\n'), ('h3', 'Small enough to care, big enough to deliver\n'), ('h3', 'We blend ICT and business\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'A broad offering with in-depth expertise\n'), ('h3', 'A strong belief in people\n'), ('h3', 'Satisfied & loyal customers\n'), ('h2', 'So where do we start?\n'), ('p', 'We believe that thriving in a digital world requires mastery and maturity in these specific domains.\n'), ('p', 'Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services.\n')] 2024-06-06 18:21:42,187 [DEBUG] embed_tuning: chunk_content: What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. 2024-06-06 18:21:42,187 [DEBUG] embed_tuning: chunk: [('h3', 'We value (our) people\n'), ('h3', '\n'), ('h3', 'We value (our) people\n'), ('h3', '\n'), ('p', 'Our own people. But also your people. Our employees. Your customers. 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It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. 2024-06-06 18:21:42,188 [DEBUG] embed_tuning: chunk: [('h1', 'Great Place To Work\n')] 2024-06-06 18:21:42,188 [DEBUG] embed_tuning: chunk_content: Great Place To Work 2024-06-06 18:21:42,189 [DEBUG] embed_tuning: Remaining Chunk: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. Great Place To Work 2024-06-06 18:21:42,189 [DEBUG] embed_tuning: Remaining Length: 1863 2024-06-06 18:26:58,977 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 18:26:58,978 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 18:26:58,978 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 18:26:58,978 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 18:26:58,982 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 18:26:58,982 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-06 18:26:58,983 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-06 18:26:58,983 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-06 18:26:58,984 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-06 18:26:58,984 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-06 18:26:58,985 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-06 18:26:58,985 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-06 18:26:58,986 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-06 18:26:58,986 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-06 18:26:58,986 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-06 18:26:58,987 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-06 18:26:58,987 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-06 18:26:58,988 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-06 18:26:58,988 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-06 18:26:58,989 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-06 18:26:58,989 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-06 18:27:44,541 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 18:27:44,542 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 18:27:44,542 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 18:27:44,543 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 18:27:44,546 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 18:27:44,546 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-06 18:27:44,547 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-06 18:27:44,547 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-06 18:27:44,547 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-06 18:27:44,548 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-06 18:27:44,548 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-06 18:27:44,549 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-06 18:27:44,549 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-06 18:27:44,550 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-06 18:27:44,550 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-06 18:27:44,550 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-06 18:27:44,551 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-06 18:27:44,551 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-06 18:27:44,552 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-06 18:27:44,552 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-06 18:27:44,553 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-06 18:29:59,081 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 18:29:59,082 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 18:29:59,082 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 18:29:59,083 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 18:29:59,086 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 18:29:59,087 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-06 18:29:59,087 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-06 18:29:59,088 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-06 18:29:59,088 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-06 18:29:59,089 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-06 18:29:59,089 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-06 18:29:59,090 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-06 18:29:59,090 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-06 18:29:59,090 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-06 18:29:59,091 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-06 18:29:59,091 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-06 18:29:59,092 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-06 18:29:59,092 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-06 18:29:59,093 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-06 18:29:59,093 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-06 18:29:59,093 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-06 19:01:09,260 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:01:09,261 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:01:09,261 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:01:09,262 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:01:09,265 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 19:01:09,266 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-06 19:01:09,266 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-06 19:01:09,267 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-06 19:01:09,267 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-06 19:01:09,268 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-06 19:01:09,268 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-06 19:01:09,268 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-06 19:01:09,269 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-06 19:01:09,269 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-06 19:01:09,270 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-06 19:01:09,270 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-06 19:01:09,271 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-06 19:01:09,272 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-06 19:01:09,272 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-06 19:01:09,273 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-06 19:01:09,273 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-06 19:01:56,840 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:01:56,841 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:01:56,841 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:01:56,842 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:01:56,846 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:01:56,847 [DEBUG] embed_tuning: chunk: [('h1', 'Unlock the value of your data\n'), ('h4', 'Gain a competitive advantage with data\n'), ('h2', 'Does this sound familiar?\n'), ('h3', "You're not getting valuable data insights to better run your business\n"), ('h3', 'You lack internal knowledge on data and AI\n'), ('h3', 'Your systems produce a lot of data but you only use a fraction\n'), ('h2', 'A methodology to unlock thevalue of your data\n'), ('p', 'Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration.\n')] 2024-06-06 19:01:56,847 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. 2024-06-06 19:01:56,848 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Explore\n'), ('h4', 'Apply\n'), ('h4', 'Align\n'), ('p', 'During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI.\n')] 2024-06-06 19:01:56,848 [DEBUG] embed_tuning: chunk_content: Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. 2024-06-06 19:01:56,849 [DEBUG] embed_tuning: chunk: [('h4', 'Explore\n'), ('p', 'We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not.\n')] 2024-06-06 19:01:56,849 [DEBUG] embed_tuning: chunk_content: Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. 2024-06-06 19:01:56,849 [DEBUG] embed_tuning: chunk: [('h4', 'Apply\n'), ('h2', 'Listen to the AE Air Data podcast\n'), ('p', 'Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then.\n')] 2024-06-06 19:01:56,850 [DEBUG] embed_tuning: chunk_content: Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. 2024-06-06 19:01:56,850 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data.\n')] 2024-06-06 19:01:56,851 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. 2024-06-06 19:01:56,851 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Data Assessment\n'), ('h3', 'Workshops& Ideation\n'), ('h3', 'Prototype\n'), ('p', 'We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations.\n')] 2024-06-06 19:01:56,851 [DEBUG] embed_tuning: chunk_content: Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. 2024-06-06 19:01:56,852 [DEBUG] embed_tuning: chunk: [('h3', 'Integration Design\n'), ('p', 'We design the complete process to fully integrate the prototype solution in day to day operations.\n')] 2024-06-06 19:01:56,853 [DEBUG] embed_tuning: chunk_content: Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. 2024-06-06 19:01:56,853 [DEBUG] embed_tuning: chunk: [('h3', 'Training& Coaching\n'), ('p', 'We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products.\n')] 2024-06-06 19:01:56,853 [DEBUG] embed_tuning: chunk_content: Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. 2024-06-06 19:01:56,854 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:01:56,855 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:01:56,855 [DEBUG] embed_tuning: chunk: [('h3', 'Improved business insights\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Innovation & agility\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than just technology\n'), ('h3', 'A true end-to-end partner\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:01:56,856 [DEBUG] embed_tuning: chunk_content: Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts 2024-06-06 19:01:56,856 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:01:56,857 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:01:56,857 [DEBUG] embed_tuning: Remaining Chunk: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts Here to help! 2024-06-06 19:01:56,858 [DEBUG] embed_tuning: Remaining Length: 2586 2024-06-06 19:03:05,053 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:03:05,054 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:03:05,055 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:03:05,055 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:03:05,058 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:03:05,059 [DEBUG] embed_tuning: chunk: [('h1', 'How Companies Benefit from Big Data\n'), ('p', 'Usage of Big Data Analytics in different regions and industries\n'), ('p', 'Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs.\n'), ('p', '“Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.”\n'), ('p', 'The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.”\n')] 2024-06-06 19:03:05,060 [DEBUG] embed_tuning: chunk_content: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” 2024-06-06 19:03:05,060 [DEBUG] embed_tuning: chunk: [('h2', 'Management is driving big data analytics\n'), ('p', 'Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%.\n'), ('p', 'On the whole, business departments are still very passive and much less likely to be the drivers behind this topic.\n')] 2024-06-06 19:03:05,061 [DEBUG] embed_tuning: chunk_content: Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. 2024-06-06 19:03:05,062 [DEBUG] embed_tuning: chunk: [('h2', 'Customer analytics is the most common project driver\n'), ('p', 'Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data.\n'), ('p', 'Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales.\n'), ('p', 'But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources.\n'), ('p', 'The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business.\n'), ('p', 'To get the most out of your projects look at ourrecommendations for big data initiatives.\n'), ('p', '\n')] 2024-06-06 19:03:05,062 [DEBUG] embed_tuning: chunk_content: Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. 2024-06-06 19:03:05,063 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases Report\n'), ('p', 'Getting real on data monetization\n')] 2024-06-06 19:03:05,063 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Report Getting real on data monetization 2024-06-06 19:03:05,064 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases\n'), ('h4', 'Share this\n'), ('h2', 'Related Posts\n'), ('li', '- Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023')] 2024-06-06 19:03:05,064 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023 2024-06-06 19:03:05,065 [DEBUG] embed_tuning: chunk: [('h4', 'Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?\n'), ('li', '- ESG Challenges, Tools and OutlookJuly 19th, 2023')] 2024-06-06 19:03:05,065 [DEBUG] embed_tuning: chunk_content: Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-06 19:03:05,066 [DEBUG] embed_tuning: chunk: [('h4', 'ESG Challenges, Tools and Outlook\n'), ('li', '- Modeling, Modernization and AutomationApril 27th, 2023')] 2024-06-06 19:03:05,066 [DEBUG] embed_tuning: chunk_content: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023 2024-06-06 19:03:05,066 [DEBUG] embed_tuning: Adding chunk to actual_chunks: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. Big Data Use Cases Report Getting real on data monetization Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-06 19:03:05,067 [DEBUG] embed_tuning: chunk: [('h4', 'Modeling, Modernization and Automation\n'), ('li', '- How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023')] 2024-06-06 19:03:05,067 [DEBUG] embed_tuning: chunk_content: Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023 2024-06-06 19:03:05,068 [DEBUG] embed_tuning: chunk: [('h4', 'How To Liberalize Data Access To Empower Data Users\n'), ('li', '- Hype or Reality?January 30th, 2023')] 2024-06-06 19:03:05,068 [DEBUG] embed_tuning: chunk_content: How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023 2024-06-06 19:03:05,069 [DEBUG] embed_tuning: chunk: [('h4', 'Hype or Reality?\n'), ('li', '- Has the Data Warehouse Had Its Day?January 16th, 2023')] 2024-06-06 19:03:05,069 [DEBUG] embed_tuning: chunk_content: Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023 2024-06-06 19:03:05,070 [DEBUG] embed_tuning: chunk: [('h4', 'Has the Data Warehouse Had Its Day?\n'), ('h4', 'Categories\n'), ('h4', 'Stay up to date\n'), ('h4', 'Want to rate your BI and analytics software?\n'), ('h4', 'Become a client\n'), ('h4', 'Topic Tags\n'), ('h4', 'Topic Tags\n')] 2024-06-06 19:03:05,070 [DEBUG] embed_tuning: chunk_content: Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-06 19:03:05,071 [DEBUG] embed_tuning: Remaining Chunk: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-06 19:03:05,071 [DEBUG] embed_tuning: Remaining Length: 507 2024-06-06 19:03:48,835 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:03:48,836 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:03:48,837 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:03:48,837 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:03:48,842 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:03:48,843 [DEBUG] embed_tuning: chunk: [('h1', 'Lift your data platform\n'), ('h4', 'We enable yourdata products\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '90% of all unstructured data is dark data\n'), ('h3', '25% of decision makers say it takes months to get analytics help from IT\n'), ('h3', 'Data professionals only spend 14% of their time on analysis\n'), ('h2', 'Our vision on a modern data platform\n'), ('p', 'Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data.\n'), ('p', 'We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.\n')] 2024-06-06 19:03:48,844 [DEBUG] embed_tuning: chunk_content: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. 2024-06-06 19:03:48,844 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:03:48,845 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:03:48,845 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced time to data insights\n'), ('h3', 'Empowerment of your teams\n'), ('h3', 'Productise your data\n'), ('h3', 'Automate your work\n'), ('h2', 'Want to know what we can help you with?\n'), ('p', 'Read about our efforts to streamline the data strategy at building materials wholesaler Lecot.\n')] 2024-06-06 19:03:48,846 [DEBUG] embed_tuning: chunk_content: Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. 2024-06-06 19:03:48,846 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To help you move towards a modern data platform, we use a three-step approach.\n')] 2024-06-06 19:03:48,847 [DEBUG] embed_tuning: chunk_content: How we can help To help you move towards a modern data platform, we use a three-step approach. 2024-06-06 19:03:48,847 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('h4', 'Build: Realising the data platform & proving business value\n'), ('h4', 'Run: Making the platform a success\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('p', 'We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture.\n')] 2024-06-06 19:03:48,848 [DEBUG] embed_tuning: chunk_content: Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. 2024-06-06 19:03:48,848 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Realising the data platform & proving business value\n'), ('p', 'We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value.\n')] 2024-06-06 19:03:48,849 [DEBUG] embed_tuning: chunk_content: Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. 2024-06-06 19:03:48,849 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Making the platform a success\n'), ('h2', 'What about technologies?\n'), ('p', 'We pick our technologies based on your specific needs and your current situation.What can your organisation expect?\n')] 2024-06-06 19:03:48,850 [DEBUG] embed_tuning: chunk_content: Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? 2024-06-06 19:03:48,850 [DEBUG] embed_tuning: chunk: [('h3', 'Cloud-native technologies\n'), ('h3', 'Security first\n'), ('h3', 'Strong partnerships\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Fast & flexible delivery\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:03:48,851 [DEBUG] embed_tuning: chunk_content: Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts 2024-06-06 19:03:48,851 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:03:48,851 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:03:48,852 [DEBUG] embed_tuning: Remaining Chunk: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. How we can help To help you move towards a modern data platform, we use a three-step approach. Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts Here to help! 2024-06-06 19:03:48,852 [DEBUG] embed_tuning: Remaining Length: 2489 2024-06-06 19:05:41,265 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:05:41,265 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:05:41,266 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:05:41,266 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:05:41,269 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 19:05:41,270 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-06 19:05:41,270 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-06 19:05:41,271 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-06 19:05:41,271 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-06 19:05:41,272 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-06 19:05:41,272 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-06 19:05:41,273 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-06 19:05:41,273 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-06 19:05:41,273 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-06 19:05:41,274 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-06 19:05:41,274 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-06 19:05:41,275 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-06 19:05:41,275 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-06 19:05:41,276 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-06 19:05:41,276 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-06 19:05:41,277 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-06 19:06:15,442 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:06:15,442 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:06:15,443 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:06:15,443 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:06:15,448 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:06:15,448 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2C\n'), ('h4', 'Enabling customer journeys for consumers in B2C\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Customers drop out during registration, resulting in lost revenue\n'), ('h3', 'Login methods for customers for different applications or websites are not unified\n'), ('h3', 'Customer data is not qualitative enough, making marketing efforts inefficient\n'), ('h2', 'A methodology to streamline yourcustomer identity management\n'), ('p', 'Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.\n')] 2024-06-06 19:06:15,449 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. 2024-06-06 19:06:15,450 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management.\n')] 2024-06-06 19:06:15,450 [DEBUG] embed_tuning: chunk_content: How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. 2024-06-06 19:06:15,451 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Reusable Assets\n'), ('p', 'We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features.\n')] 2024-06-06 19:06:15,451 [DEBUG] embed_tuning: chunk_content: AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. 2024-06-06 19:06:15,452 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.\n')] 2024-06-06 19:06:15,452 [DEBUG] embed_tuning: chunk_content: AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. 2024-06-06 19:06:15,453 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity.\n')] 2024-06-06 19:06:15,453 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. 2024-06-06 19:06:15,454 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'With our data export functionality, we make it easy to export data in different formats.\n'), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- ')] 2024-06-06 19:06:15,454 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - 2024-06-06 19:06:15,454 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:06:15,455 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:06:15,455 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer experience\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Higher efficiency for IT & Marketing\n'), ('h3', 'A unified view of individual customers\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We deliver an end-to-end solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-06 19:06:15,456 [DEBUG] embed_tuning: chunk_content: Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support 2024-06-06 19:06:15,456 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:06:15,457 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-06 19:06:15,457 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support Get in touch with our experts Here to help! 2024-06-06 19:06:15,458 [DEBUG] embed_tuning: Remaining Length: 2400 2024-06-06 19:07:02,938 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:07:02,938 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:07:02,939 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:07:02,939 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:07:02,944 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:07:02,944 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2B\n'), ('h4', 'Find the right balance between customer experience & security\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Managing the identity lifecycle of your customer is a cumbersome manual process\n'), ('h3', 'You struggle to offer self-service consent management\n'), ('h3', "Your login experiences aren't seamless\n"), ('h2', 'A methodology to streamline your customer identity management - at speed\n'), ('p', 'The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.\n')] 2024-06-06 19:07:02,945 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. 2024-06-06 19:07:02,945 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:07:02,946 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:07:02,946 [DEBUG] embed_tuning: chunk: [('h3', 'Self-service options\n'), ('h3', 'Unparalleled scalability\n'), ('h3', 'Streamlined onboarding\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management.\n')] 2024-06-06 19:07:02,947 [DEBUG] embed_tuning: chunk_content: Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. 2024-06-06 19:07:02,947 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Delegated Access Management\n'), ('h3', 'Reusable Assets\n'), ('p', "We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features.\n")] 2024-06-06 19:07:02,947 [DEBUG] embed_tuning: chunk_content: AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. 2024-06-06 19:07:02,948 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features.\n')] 2024-06-06 19:07:02,948 [DEBUG] embed_tuning: chunk_content: AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. 2024-06-06 19:07:02,949 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities.\n')] 2024-06-06 19:07:02,949 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. 2024-06-06 19:07:02,950 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient.\n')] 2024-06-06 19:07:02,950 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. 2024-06-06 19:07:02,951 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'We fast-track your CIAM solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Ongoing support\n'), ('p', '\n')] 2024-06-06 19:07:02,951 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support 2024-06-06 19:07:02,952 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:07:02,952 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-06 19:07:02,952 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support Get in touch with our experts Here to help! 2024-06-06 19:07:02,953 [DEBUG] embed_tuning: Remaining Length: 2287 2024-06-06 19:07:46,241 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:07:46,242 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:07:46,242 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:07:46,243 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:07:46,246 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-06 19:07:46,247 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-06 19:07:46,247 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-06 19:07:46,248 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-06 19:07:46,248 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-06 19:07:46,249 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-06 19:07:46,249 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-06 19:07:46,250 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-06 19:07:46,250 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-06 19:07:46,250 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-06 19:07:46,251 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-06 19:07:46,251 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-06 19:07:46,252 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-06 19:07:46,252 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-06 19:07:46,252 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-06 19:07:46,253 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-06 19:07:46,253 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-06 19:07:46,254 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-06 19:07:46,254 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-06 19:08:18,488 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:08:18,489 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:08:18,489 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:08:18,490 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:08:18,493 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-06 19:08:18,494 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-06 19:08:18,494 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-06 19:08:18,495 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-06 19:08:18,495 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-06 19:08:18,496 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-06 19:08:18,496 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-06 19:08:18,497 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-06 19:08:18,497 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-06 19:08:18,497 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-06 19:08:18,498 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-06 19:08:18,498 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-06 19:08:18,499 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-06 19:08:18,499 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-06 19:08:18,500 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-06 19:08:18,501 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-06 19:08:18,501 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-06 19:08:18,502 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-06 19:08:18,502 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-06 19:09:17,431 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:09:17,431 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:09:17,432 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:09:17,432 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:09:17,437 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:09:17,438 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-06 19:09:17,438 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-06 19:09:17,439 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-06 19:09:17,439 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-06 19:09:17,439 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-06 19:09:17,440 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-06 19:09:17,440 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-06 19:09:17,441 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-06 19:09:17,442 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-06 19:09:17,442 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-06 19:09:17,442 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-06 19:09:17,443 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-06 19:09:17,443 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-06 19:09:17,444 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-06 19:09:17,444 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:09:17,445 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:09:17,445 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-06 19:09:17,446 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-06 19:09:17,446 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:09:17,447 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:09:17,447 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-06 19:09:17,447 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:09:17,448 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:09:17,448 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-06 19:09:17,449 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-06 19:10:12,446 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:10:12,447 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:10:12,447 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:10:12,448 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:10:12,457 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-06 19:10:12,457 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010.the results from our latestMcKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-06 19:10:12,458 [DEBUG] embed_tuning: chunk_content: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-06 19:10:12,459 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-06 19:10:12,459 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-06 19:10:12,460 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-06 19:10:12,460 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or nottheir companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-06 19:10:12,461 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-06 19:10:12,462 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels.Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-06 19:10:12,463 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-06 19:10:12,463 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-06 19:10:12,464 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformationsare also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And byâ\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).\n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-06 19:10:12,465 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-06 19:10:12,465 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed byMichael Bucy,a senior partner in McKinseyâ\x80\x99s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-06 19:10:12,466 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-06 19:10:12,467 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-06 19:10:12,467 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-06 19:10:12,468 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-06 19:10:12,468 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-06 19:10:12,469 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-06 19:10:12,470 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-06 19:10:12,470 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-06 19:10:12,471 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-06 19:10:12,472 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-06 19:10:12,472 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-06 19:10:12,473 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-06 19:10:12,474 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', 'We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- Line managers.Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- Change agents.Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-06 19:10:12,474 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-06 19:10:12,475 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-06 19:10:12,475 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-06 19:10:12,476 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-06 19:10:12,476 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-06 19:10:12,477 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinseyâ\x80\x99s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-06 19:10:12,477 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-06 19:10:12,478 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-06 19:10:12,478 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP.Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performanceandequipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-06 19:10:12,479 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-06 19:10:12,480 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-06 19:10:12,480 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-06 19:10:12,481 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-06 19:10:12,482 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-06 19:10:12,482 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-06 19:10:12,483 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-06 19:10:12,483 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-06 19:10:12,484 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-06 19:10:12,484 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success.\n')] 2024-06-06 19:10:12,485 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. 2024-06-06 19:10:12,486 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-06 19:10:12,486 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-06 19:10:12,487 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-06 19:10:12,487 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinseyâ\x80\x99s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-06 19:10:12,488 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-06 19:10:12,488 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-06 19:10:12,489 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of researchand client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-06 19:10:12,489 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-06 19:10:12,490 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-06 19:10:12,490 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-06 19:10:12,491 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-06 19:10:12,491 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-06 19:10:12,492 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-06 19:10:12,492 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-06 19:10:12,493 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-06 19:10:12,493 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-06 19:10:12,494 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-06 19:10:12,494 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-06 19:10:12,495 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-06 19:10:12,496 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-06 19:10:12,497 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinseyâ\x80\x99s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-06 19:10:12,497 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-06 19:10:12,498 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-06 19:10:12,498 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-06 19:10:12,499 [DEBUG] embed_tuning: Remaining Length: 308 2024-06-06 19:10:55,591 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:10:55,592 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:10:55,592 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:10:55,593 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:10:55,598 [DEBUG] embed_tuning: Nr of potential chunks: 18 2024-06-06 19:10:55,598 [DEBUG] embed_tuning: chunk: [('h1', 'Upskill & reskill your digital talent\n'), ('h4', 'Unleash your potential\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'It’s difficult to attract, develop & retain talent in your organisation\n'), ('h3', 'You are not sure which skills will be relevant in the future\n'), ('h3', 'You are dependent on expensive external resources\n'), ('h2', 'A complete offering toup- and reskill your digital talent\n'), ('p', 'Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning.\n'), ('p', 'We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level.\n')] 2024-06-06 19:10:55,599 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. 2024-06-06 19:10:55,599 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspiration, training & courses\n'), ('h4', 'Learning journeys\n'), ('h4', 'Bespoke learning solution\n'), ('h4', 'Learning organisation & ecosystem\n'), ('h4', 'Inspiration, training & courses\n'), ('p', 'In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field.\n')] 2024-06-06 19:10:55,599 [DEBUG] embed_tuning: chunk_content: Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. 2024-06-06 19:10:55,600 [DEBUG] embed_tuning: chunk: [('h4', 'Learning journeys\n'), ('p', 'We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills.\n')] 2024-06-06 19:10:55,600 [DEBUG] embed_tuning: chunk_content: Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. 2024-06-06 19:10:55,601 [DEBUG] embed_tuning: chunk: [('h4', 'Bespoke learning solution\n'), ('p', 'We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience.\n')] 2024-06-06 19:10:55,602 [DEBUG] embed_tuning: chunk_content: Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. 2024-06-06 19:10:55,602 [DEBUG] embed_tuning: chunk: [('h4', 'Learning organisation & ecosystem\n'), ('p', 'We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company.\n')] 2024-06-06 19:10:55,603 [DEBUG] embed_tuning: chunk_content: Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. 2024-06-06 19:10:55,603 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent.\n')] 2024-06-06 19:10:55,604 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. 2024-06-06 19:10:55,604 [DEBUG] embed_tuning: chunk: [('h3', 'Trainings & Workshops\n'), ('p', '\n')] 2024-06-06 19:10:55,604 [DEBUG] embed_tuning: chunk_content: Trainings & Workshops 2024-06-06 19:10:55,605 [DEBUG] embed_tuning: chunk: [('h3', 'Analysis Learning Journey\n'), ('p', 'AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.\n'), ('p', '\n'), ('p', '\n')] 2024-06-06 19:10:55,605 [DEBUG] embed_tuning: chunk_content: Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-06 19:10:55,606 [DEBUG] embed_tuning: chunk: [('h3', 'Architecture Learning Journey\n'), ('p', 'AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules.\n'), ('p', '\n')] 2024-06-06 19:10:55,606 [DEBUG] embed_tuning: chunk_content: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. 2024-06-06 19:10:55,607 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. Trainings & Workshops Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-06 19:10:55,607 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Sessions\n'), ('p', "We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart.\n")] 2024-06-06 19:10:55,608 [DEBUG] embed_tuning: chunk_content: Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. 2024-06-06 19:10:55,608 [DEBUG] embed_tuning: chunk: [('h3', 'Bespoke Learning Solution\n'), ('p', 'Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised.\n')] 2024-06-06 19:10:55,609 [DEBUG] embed_tuning: chunk_content: Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. 2024-06-06 19:10:55,609 [DEBUG] embed_tuning: chunk: [('h3', 'Learning Organisation & Ecosystem\n'), ('p', 'To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR.\n')] 2024-06-06 19:10:55,610 [DEBUG] embed_tuning: chunk_content: Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. 2024-06-06 19:10:55,610 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:10:55,611 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:10:55,612 [DEBUG] embed_tuning: chunk: [('h3', 'Enhanced competitiveness\n'), ('h3', 'Increased efficiency & productivity\n'), ('h3', 'Talent retention & engagement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'In-depth knowledge and broad scope\n'), ('p', 'Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions.\n')] 2024-06-06 19:10:55,612 [DEBUG] embed_tuning: chunk_content: Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. 2024-06-06 19:10:55,613 [DEBUG] embed_tuning: chunk: [('h3', 'Hands-on expertise\n'), ('p', 'Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff.\n')] 2024-06-06 19:10:55,613 [DEBUG] embed_tuning: chunk_content: Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. 2024-06-06 19:10:55,614 [DEBUG] embed_tuning: chunk: [('h3', 'A combo of learning & IT\n'), ('p', 'Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology.\n')] 2024-06-06 19:10:55,614 [DEBUG] embed_tuning: chunk_content: A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. 2024-06-06 19:10:55,615 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:10:55,615 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-06 19:10:55,615 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:10:55,616 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:10:55,616 [DEBUG] embed_tuning: Remaining Chunk: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. Get in touch with our experts Here to help! 2024-06-06 19:10:55,617 [DEBUG] embed_tuning: Remaining Length: 1990 2024-06-06 19:12:04,412 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:12:04,413 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:12:04,413 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:12:04,414 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:12:04,419 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-06 19:12:04,420 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-06 19:12:04,420 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-06 19:12:04,421 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-06 19:12:04,421 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-06 19:12:04,422 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-06 19:12:04,422 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-06 19:12:04,423 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-06 19:12:04,423 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-06 19:12:04,423 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-06 19:12:04,424 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-06 19:12:04,425 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-06 19:12:04,425 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-06 19:12:04,426 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-06 19:12:04,426 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-06 19:12:04,427 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-06 19:12:04,427 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-06 19:12:04,428 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-06 19:12:04,428 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-06 19:12:04,429 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-06 19:12:04,429 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-06 19:12:04,429 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-06 19:12:04,430 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-06 19:12:04,430 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-06 19:12:04,431 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-06 19:12:04,431 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-06 19:12:04,432 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-06 19:12:04,433 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-06 19:12:04,433 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:12:04,434 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:12:04,434 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-06 19:12:04,435 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-06 19:12:04,435 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-06 19:12:04,436 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-06 19:12:04,436 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-06 19:12:04,436 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-06 19:12:04,437 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-06 19:12:04,437 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-06 19:12:04,438 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:12:04,438 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-06 19:12:04,439 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:12:04,439 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:12:04,440 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-06 19:12:04,440 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-06 19:12:55,525 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:12:55,526 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:12:55,526 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:12:55,527 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:12:55,532 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-06 19:12:55,532 [DEBUG] embed_tuning: chunk: [('h1', 'Hyper-automate your document flows\n'), ('h4', 'Let AI process your documents with efficiency and care\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'The number of documents and paperwork in your company keeps increasing\n'), ('h3', 'Processing documents still requires a lot of manual interventions\n'), ('h3', 'It’s difficult to gain relevant insights due to inefficient document flows\n'), ('h2', 'A framework to hyper-automate your document flows\n'), ('p', 'When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.\n')] 2024-06-06 19:12:55,533 [DEBUG] embed_tuning: chunk_content: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. 2024-06-06 19:12:55,533 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Vision & Foundation\n'), ('h4', 'Creation & Integration\n'), ('h4', 'Growth & Partnership\n'), ('h4', 'Vision & Foundation\n'), ('p', 'Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact.\n')] 2024-06-06 19:12:55,534 [DEBUG] embed_tuning: chunk_content: Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. 2024-06-06 19:12:55,534 [DEBUG] embed_tuning: chunk: [('h4', 'Creation & Integration\n'), ('p', 'In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution.\n')] 2024-06-06 19:12:55,535 [DEBUG] embed_tuning: chunk_content: Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. 2024-06-06 19:12:55,535 [DEBUG] embed_tuning: chunk: [('h4', 'Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows.\n')] 2024-06-06 19:12:55,535 [DEBUG] embed_tuning: chunk_content: Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. 2024-06-06 19:12:55,536 [DEBUG] embed_tuning: chunk: [('h3', 'DiscoverySession\n'), ('h3', 'Kickstarter\n'), ('h3', 'SolutionRoadmap\n'), ('p', "We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation.\n")] 2024-06-06 19:12:55,536 [DEBUG] embed_tuning: chunk_content: DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. 2024-06-06 19:12:55,537 [DEBUG] embed_tuning: chunk: [('h3', 'AgileDevelopment\n'), ('p', 'Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment.\n')] 2024-06-06 19:12:55,537 [DEBUG] embed_tuning: chunk_content: AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. 2024-06-06 19:12:55,538 [DEBUG] embed_tuning: chunk: [('h3', 'OperationalSupport\n'), ('p', 'We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey.\n')] 2024-06-06 19:12:55,538 [DEBUG] embed_tuning: chunk_content: OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. 2024-06-06 19:12:55,539 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:12:55,539 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:12:55,540 [DEBUG] embed_tuning: chunk: [('h3', 'Empowered employees\n'), ('h3', 'Increased retention\n'), ('h3', 'Streamlined efficiency\n'), ('h3', 'Data-driven decision making\n'), ('h3', 'Seamless integration\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-06 19:12:55,540 [DEBUG] embed_tuning: chunk_content: Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-06 19:12:55,541 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', 'The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx.\n'), ('p', '\n')] 2024-06-06 19:12:55,541 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. 2024-06-06 19:12:55,541 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Intelligent use of AI\n'), ('h3', 'Just enough change\n'), ('h3', 'More than just technology\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:12:55,542 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts 2024-06-06 19:12:55,542 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help\n'), ('h3', '\n')] 2024-06-06 19:12:55,543 [DEBUG] embed_tuning: chunk_content: Here to help 2024-06-06 19:12:55,543 [DEBUG] embed_tuning: Remaining Chunk: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts Here to help 2024-06-06 19:12:55,544 [DEBUG] embed_tuning: Remaining Length: 2946 2024-06-06 19:13:45,494 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:13:45,494 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:13:45,495 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:13:45,495 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-06 19:13:45,499 [DEBUG] embed_tuning: Nr of potential chunks: 13 2024-06-06 19:13:45,500 [DEBUG] embed_tuning: chunk: [('h1', 'Four fundamentals of workplace automation\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-06 19:13:45,501 [DEBUG] embed_tuning: chunk_content: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-06 19:13:45,502 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-06 19:13:45,503 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-06 19:13:45,504 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-06 19:13:45,504 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-06 19:13:45,505 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-06 19:13:45,506 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-06 19:13:45,506 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-06 19:13:45,507 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-06 19:13:45,507 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-06 19:13:45,508 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-06 19:13:45,508 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-06 19:13:45,509 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-06 19:13:45,509 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-06 19:13:45,510 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-06 19:13:45,511 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Where machines could replace humans—and where they can’t (yet)\n'), ('h6', "An executive's guide to the Internet of Things\n"), ('h6', 'An executive’s guide to machine learning\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-06 19:13:45,511 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-06 19:13:45,512 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-06 19:13:45,512 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-06 19:13:45,513 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-06 19:13:45,514 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-06 19:13:45,514 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-06 19:13:45,515 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-06 19:13:45,515 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-06 19:13:45,516 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-06 19:13:45,516 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-06 19:13:45,517 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-06 19:13:45,518 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-06 19:13:45,518 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-06 19:13:45,519 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-06 19:13:45,519 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-06 19:13:45,520 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-06 19:13:45,520 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-06 19:13:45,521 [DEBUG] embed_tuning: Remaining Chunk: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us 2024-06-06 19:13:45,521 [DEBUG] embed_tuning: Remaining Length: 373 2024-06-06 19:14:47,792 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:14:47,793 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:14:47,793 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:14:47,794 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:14:47,797 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-06 19:14:47,798 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-06 19:14:47,798 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-06 19:14:47,799 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-06 19:14:47,799 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-06 19:14:47,799 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-06 19:14:47,800 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-06 19:14:47,800 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-06 19:14:47,801 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-06 19:14:47,801 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-06 19:14:47,802 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-06 19:14:47,802 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-06 19:14:47,803 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-06 19:14:47,803 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-06 19:14:47,803 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-06 19:14:47,804 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-06 19:14:47,804 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-06 19:14:47,805 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-06 19:14:47,805 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-06 19:14:47,806 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-06 19:14:47,806 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-06 19:14:47,807 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-06 19:14:47,807 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-06 19:15:20,684 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:15:20,684 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:15:20,685 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:15:20,685 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:15:20,688 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-06 19:15:20,689 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-06 19:15:20,690 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-06 19:15:20,690 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-06 19:15:20,691 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-06 19:15:20,691 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-06 19:15:20,692 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-06 19:15:20,692 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-06 19:15:20,693 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-06 19:15:20,693 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-06 19:15:20,693 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-06 19:15:20,694 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-06 19:15:20,694 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-06 19:15:20,695 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-06 19:15:20,695 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-06 19:15:20,696 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-06 19:15:20,696 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-06 19:15:20,697 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-06 19:15:20,697 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-06 19:15:20,698 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-06 19:15:20,698 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-06 19:15:20,699 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-06 19:15:20,699 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-06 19:15:50,303 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:15:50,304 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:15:50,305 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:15:50,305 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:15:50,309 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:15:50,310 [DEBUG] embed_tuning: chunk: [('h1', 'Think, Build & Run your digital solution\n'), ('h4', 'Crafting digital solutions that truly matter\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into concrete digital solutions is difficult\n'), ('h3', 'You lack expertise to deliver digital solutions\n'), ('h3', 'IT is a bottleneck for business initiatives\n'), ('h2', 'A methodology to think, build& run your digital solution\n'), ('p', 'Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget.\n')] 2024-06-06 19:15:50,310 [DEBUG] embed_tuning: chunk_content: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. 2024-06-06 19:15:50,311 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Getting the foundation right\n'), ('h4', 'Build: Sprint-based agile development\n'), ('h4', 'Run: Growth & Partnership\n'), ('h4', 'Think: Getting the foundation right\n'), ('p', 'We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution.\n')] 2024-06-06 19:15:50,311 [DEBUG] embed_tuning: chunk_content: Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. 2024-06-06 19:15:50,312 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Sprint-based agile development\n'), ('p', 'We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations.\n')] 2024-06-06 19:15:50,312 [DEBUG] embed_tuning: chunk_content: Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. 2024-06-06 19:15:50,313 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions.\n')] 2024-06-06 19:15:50,313 [DEBUG] embed_tuning: chunk_content: Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. 2024-06-06 19:15:50,314 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Approach\n'), ('h3', 'Built to last\n'), ('h3', 'Test Automation\n'), ('p', 'From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released.\n')] 2024-06-06 19:15:50,314 [DEBUG] embed_tuning: chunk_content: Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. 2024-06-06 19:15:50,314 [DEBUG] embed_tuning: chunk: [('h3', 'User Centricity\n'), ('p', 'Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value!\n')] 2024-06-06 19:15:50,315 [DEBUG] embed_tuning: chunk_content: User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! 2024-06-06 19:15:50,315 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:15:50,316 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:15:50,316 [DEBUG] embed_tuning: chunk: [('h3', 'Peace of mind\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-06 19:15:50,317 [DEBUG] embed_tuning: chunk_content: Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-06 19:15:50,317 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', "We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%.\n"), ('p', '\n')] 2024-06-06 19:15:50,317 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. 2024-06-06 19:15:50,318 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-06 19:15:50,318 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Digital strategy translation\n'), ('h3', 'One-stop shop\n'), ('h3', 'Customer centricity\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:15:50,319 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts 2024-06-06 19:15:50,319 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:15:50,320 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:15:50,320 [DEBUG] embed_tuning: Remaining Chunk: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts Here to help! 2024-06-06 19:15:50,320 [DEBUG] embed_tuning: Remaining Length: 387 2024-06-06 19:16:47,246 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:16:47,247 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:16:47,247 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:16:47,247 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-06 19:16:47,252 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-06 19:16:47,253 [DEBUG] embed_tuning: chunk: [('h1', 'An operating model for the next normal: Lessons from agile organizations in the crisis\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-06 19:16:47,253 [DEBUG] embed_tuning: chunk_content: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-06 19:16:47,254 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-06 19:16:47,254 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-06 19:16:47,255 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-06 19:16:47,256 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-06 19:16:47,256 [DEBUG] embed_tuning: Adding chunk to actual_chunks: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-06 19:16:47,257 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-06 19:16:47,258 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-06 19:16:47,259 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-06 19:16:47,259 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-06 19:16:47,260 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-06 19:16:47,261 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-06 19:16:47,261 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-06 19:16:47,262 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-06 19:16:47,263 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-06 19:16:47,263 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-06 19:16:47,264 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-06 19:16:47,265 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Revisiting agile teams after an abrupt shift to remote\n'), ('h6', 'To weather a crisis, build a network of teams\n'), ('h6', 'Agility to action: Operationalizing a value-driven agile blueprint\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-06 19:16:47,265 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-06 19:16:47,266 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-06 19:16:47,266 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-06 19:16:47,267 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-06 19:16:47,268 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-06 19:16:47,268 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-06 19:16:47,269 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-06 19:16:47,269 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-06 19:16:47,270 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-06 19:16:47,271 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-06 19:16:47,271 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-06 19:16:47,272 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-06 19:16:47,273 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-06 19:16:47,273 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-06 19:16:47,274 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-06 19:16:47,274 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-06 19:16:47,275 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-06 19:16:47,275 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-06 19:16:47,276 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-06 19:16:47,277 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-06 19:16:47,277 [DEBUG] embed_tuning: Remaining Chunk: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us 2024-06-06 19:16:47,277 [DEBUG] embed_tuning: Remaining Length: 665 2024-06-06 19:17:38,703 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:17:38,704 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:17:38,704 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:17:38,705 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:17:38,709 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-06 19:17:38,710 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline & secure your software delivery process\n'), ('h4', 'Improve your software delivery performance\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT-department is slowing down business initiatives\n'), ('h3', "You can't adapt quickly because IT is too complex\n"), ('h3', 'Your software release process is inflexible\n'), ('h2', 'A methodology to streamline & secure your software delivery process\n'), ('p', 'By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery.\n')] 2024-06-06 19:17:38,710 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. 2024-06-06 19:17:38,711 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Assessment\n'), ('h4', 'Pilot\n'), ('h4', 'Implementation\n'), ('h4', 'Assessment\n'), ('p', "We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process.\n")] 2024-06-06 19:17:38,711 [DEBUG] embed_tuning: chunk_content: Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. 2024-06-06 19:17:38,712 [DEBUG] embed_tuning: chunk: [('h4', 'Pilot\n'), ('p', 'Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation\n')] 2024-06-06 19:17:38,712 [DEBUG] embed_tuning: chunk_content: Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation 2024-06-06 19:17:38,713 [DEBUG] embed_tuning: chunk: [('h4', 'Implementation\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process.\n')] 2024-06-06 19:17:38,714 [DEBUG] embed_tuning: chunk_content: Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. 2024-06-06 19:17:38,714 [DEBUG] embed_tuning: chunk: [('h3', 'DORA Framework Assessment\n'), ('p', 'We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities.\n')] 2024-06-06 19:17:38,715 [DEBUG] embed_tuning: chunk_content: DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. 2024-06-06 19:17:38,715 [DEBUG] embed_tuning: chunk: [('h3', 'Developer Experience\n'), ('p', 'We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows.\n')] 2024-06-06 19:17:38,716 [DEBUG] embed_tuning: chunk_content: Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. 2024-06-06 19:17:38,716 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Model\n'), ('p', 'We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process.\n')] 2024-06-06 19:17:38,717 [DEBUG] embed_tuning: chunk_content: Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. 2024-06-06 19:17:38,717 [DEBUG] embed_tuning: chunk: [('h3', 'Improvement Roadmap\n'), ('p', "We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead.\n")] 2024-06-06 19:17:38,718 [DEBUG] embed_tuning: chunk_content: Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. 2024-06-06 19:17:38,718 [DEBUG] embed_tuning: chunk: [('h3', 'Progress metrics\n'), ('p', 'As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made.\n')] 2024-06-06 19:17:38,718 [DEBUG] embed_tuning: chunk_content: Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. 2024-06-06 19:17:38,719 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:17:38,719 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:17:38,720 [DEBUG] embed_tuning: chunk: [('h3', 'Faster time to market\n'), ('h3', 'Improved business & IT alignment\n'), ('h3', 'Better customer experience\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Expertisein depth& breadth\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:17:38,720 [DEBUG] embed_tuning: chunk_content: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts 2024-06-06 19:17:38,721 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:17:38,722 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:17:38,722 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:17:38,723 [DEBUG] embed_tuning: Remaining Chunk: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts Here to help! 2024-06-06 19:17:38,723 [DEBUG] embed_tuning: Remaining Length: 259 2024-06-06 19:18:45,174 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:18:45,175 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:18:45,175 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:18:45,175 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:18:45,178 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 19:18:45,179 [DEBUG] embed_tuning: chunk: [('h1', 'Agile Is Trending: 3 Ways Agile Makes Work Better\n'), ('li', '- Share to Facebook'), ('li', '- Share to Twitter'), ('li', '- Share to Linkedin'), ('p', 'The future of work will demand speed, flexibility and engagement.\n'), ('p', 'Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets.\n'), ('p', 'A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs.\n'), ('p', 'Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce.\n')] 2024-06-06 19:18:45,179 [DEBUG] embed_tuning: chunk_content: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. 2024-06-06 19:18:45,180 [DEBUG] embed_tuning: chunk: [('h2', 'Why Agile, Why Now\n'), ('h3', 'Agile Drives Adaptability\n'), ('p', 'Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress.\n')] 2024-06-06 19:18:45,181 [DEBUG] embed_tuning: chunk_content: Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. 2024-06-06 19:18:45,181 [DEBUG] embed_tuning: chunk: [('h3', 'Best Travel Insurance Companies\n'), ('h3', 'Best Covid-19 Travel Insurance Plans\n'), ('p', 'The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities.\n'), ('p', 'Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice.\n')] 2024-06-06 19:18:45,182 [DEBUG] embed_tuning: chunk_content: Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-06 19:18:45,182 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Speed and Results\n'), ('p', 'Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong.\n'), ('p', 'The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have:\n'), ('p', '\n'), ('li', '- Accelerated software delivery (64% of companies)'), ('li', '- Increased team productivity (60%)'), ('li', '- Enhanced predictability of delivery (51%)'), ('li', '- Enhanced software quality (45%)'), ('li', '- Increased process discipline (45%)'), ('p', '\n'), ('p', 'The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts.\n'), ('p', 'Agile work can engage and inspire people\n')] 2024-06-06 19:18:45,183 [DEBUG] embed_tuning: chunk_content: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people 2024-06-06 19:18:45,184 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-06 19:18:45,185 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Engagement\n'), ('p', 'Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well.\n'), ('p', 'When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working.\n'), ('p', 'In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility.\n'), ('p', 'Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed.\n')] 2024-06-06 19:18:45,185 [DEBUG] embed_tuning: chunk_content: Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-06 19:18:45,186 [DEBUG] embed_tuning: chunk: [('h2', 'Using Agile\n'), ('p', 'Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain.\n'), ('p', 'The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%).\n'), ('p', 'You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself.\n')] 2024-06-06 19:18:45,186 [DEBUG] embed_tuning: chunk_content: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. 2024-06-06 19:18:45,187 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-06 19:18:45,187 [DEBUG] embed_tuning: chunk: [('h2', 'In Sum\n'), ('p', 'Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile.\n'), ('p', 'Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people.\n'), ('p', '\n'), ('li', '- Editorial Standards'), ('li', '- Print'), ('li', '- Reprints & Permissions')] 2024-06-06 19:18:45,188 [DEBUG] embed_tuning: chunk_content: In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-06 19:18:45,188 [DEBUG] embed_tuning: Remaining Chunk: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-06 19:18:45,188 [DEBUG] embed_tuning: Remaining Length: 1428 2024-06-06 19:19:50,897 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:19:50,898 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:19:50,899 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:19:50,899 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:19:50,903 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-06 19:19:50,904 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-06 19:19:50,904 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-06 19:19:50,905 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-06 19:19:50,905 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-06 19:19:50,906 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-06 19:19:50,906 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-06 19:19:50,907 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-06 19:19:50,907 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-06 19:19:50,908 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-06 19:19:50,908 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-06 19:19:50,909 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-06 19:19:50,909 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-06 19:19:50,910 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-06 19:19:50,910 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-06 19:19:50,911 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-06 19:19:50,911 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-06 19:19:50,912 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-06 19:19:50,912 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-06 19:19:50,912 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-06 19:19:50,913 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-06 19:19:50,913 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-06 19:19:50,914 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-06 19:20:29,776 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:20:29,777 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:20:29,777 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:20:29,778 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:20:29,782 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-06 19:20:29,782 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-06 19:20:29,783 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-06 19:20:29,783 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-06 19:20:29,784 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-06 19:20:29,784 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-06 19:20:29,785 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-06 19:20:29,785 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-06 19:20:29,786 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-06 19:20:29,786 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-06 19:20:29,786 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-06 19:20:29,787 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-06 19:20:29,787 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-06 19:20:29,788 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-06 19:20:29,789 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-06 19:20:29,789 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-06 19:20:29,790 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-06 19:20:29,790 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-06 19:20:29,791 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-06 19:20:29,791 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-06 19:20:29,792 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-06 19:20:29,792 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-06 19:20:29,792 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-06 19:21:04,682 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:21:04,683 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:21:04,683 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:21:04,684 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:21:04,689 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-06 19:21:04,689 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-06 19:21:04,690 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-06 19:21:04,690 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-06 19:21:04,691 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-06 19:21:04,691 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-06 19:21:04,692 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-06 19:21:04,693 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-06 19:21:04,693 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-06 19:21:04,694 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-06 19:21:04,694 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-06 19:21:04,695 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-06 19:21:04,695 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-06 19:21:04,696 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-06 19:21:04,696 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-06 19:21:04,696 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-06 19:21:04,697 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-06 19:21:04,697 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-06 19:21:04,698 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-06 19:21:04,698 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-06 19:21:04,699 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-06 19:21:04,699 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-06 19:21:04,700 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:21:04,700 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:21:04,701 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-06 19:21:04,702 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-06 19:21:04,702 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:21:04,703 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-06 19:21:04,703 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:21:04,704 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:21:04,704 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-06 19:21:04,705 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-06 19:21:55,758 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:21:55,759 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:21:55,759 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:21:55,760 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-06 19:21:55,764 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:21:55,765 [DEBUG] embed_tuning: chunk: [('h1', 'The new digital edge: Rethinking strategy for the postpandemic era\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-06 19:21:55,766 [DEBUG] embed_tuning: chunk_content: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-06 19:21:55,766 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-06 19:21:55,767 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-06 19:21:55,767 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-06 19:21:55,768 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-06 19:21:55,768 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-06 19:21:55,769 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-06 19:21:55,769 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-06 19:21:55,770 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'How COVID-19 has pushed companies over the technology tipping pointâ\x80\x94and transformed business forever\n'), ('h6', 'Strategic resilience during the COVID-19 crisis\n'), ('h6', 'How to become ‘tech forward’: A technology-transformation approach that works\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-06 19:21:55,770 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-06 19:21:55,771 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-06 19:21:55,771 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-06 19:21:55,772 [DEBUG] embed_tuning: Adding chunk to actual_chunks: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-06 19:21:55,772 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-06 19:21:55,773 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-06 19:21:55,773 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-06 19:21:55,774 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-06 19:21:55,774 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-06 19:21:55,775 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-06 19:21:55,776 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-06 19:21:55,776 [DEBUG] embed_tuning: Remaining Chunk: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us 2024-06-06 19:21:55,777 [DEBUG] embed_tuning: Remaining Length: 383 2024-06-06 19:22:48,843 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:22:48,844 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:22:48,845 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:22:48,845 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:22:48,851 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-06 19:22:48,851 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-06 19:22:48,852 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-06 19:22:48,852 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-06 19:22:48,852 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-06 19:22:48,853 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-06 19:22:48,853 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-06 19:22:48,854 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-06 19:22:48,854 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-06 19:22:48,855 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-06 19:22:48,855 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-06 19:22:48,856 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-06 19:22:48,856 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-06 19:22:48,857 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-06 19:22:48,857 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-06 19:22:48,858 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-06 19:22:48,858 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-06 19:22:48,859 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-06 19:22:48,859 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-06 19:22:48,859 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-06 19:22:48,860 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-06 19:22:48,860 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-06 19:22:48,861 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-06 19:22:48,861 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-06 19:22:48,862 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-06 19:22:48,862 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-06 19:22:48,862 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-06 19:22:48,863 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-06 19:22:48,863 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:22:48,864 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:22:48,864 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-06 19:22:48,865 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-06 19:22:48,865 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-06 19:22:48,865 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-06 19:22:48,866 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-06 19:22:48,866 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-06 19:22:48,867 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-06 19:22:48,867 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-06 19:22:48,868 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:22:48,868 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-06 19:22:48,868 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:22:48,869 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:22:48,869 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-06 19:22:48,870 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-06 19:23:30,809 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:23:30,809 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:23:30,810 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:23:30,810 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:23:30,816 [DEBUG] embed_tuning: Nr of potential chunks: 19 2024-06-06 19:23:30,817 [DEBUG] embed_tuning: chunk: [('h1', 'Create a seamless customer experience\n'), ('h4', 'Optimised customerexperiences for better results\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Lack of insights in the customer journey\n'), ('h3', 'It’s hard to translate insights into CX-actions\n'), ('h3', "It's unclear what the impact on your organisation will be\n"), ('h2', 'A framework to create aseamless customer experience\n'), ('p', 'Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline.\n'), ('p', 'However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website.\n')] 2024-06-06 19:23:30,817 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. 2024-06-06 19:23:30,818 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Create insights\n'), ('h4', 'Ideate & validate\n'), ('h4', 'Prepare the change\n'), ('h4', 'Make it happen\n'), ('h4', 'Create insights\n'), ('p', 'In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and\xa0recommendations for improved customer-centricity.\n')] 2024-06-06 19:23:30,819 [DEBUG] embed_tuning: chunk_content: Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. 2024-06-06 19:23:30,819 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & validate\n'), ('p', 'To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value.\n')] 2024-06-06 19:23:30,819 [DEBUG] embed_tuning: chunk_content: Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. 2024-06-06 19:23:30,820 [DEBUG] embed_tuning: chunk: [('h4', 'Prepare the change\n'), ('p', 'We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change.\n')] 2024-06-06 19:23:30,821 [DEBUG] embed_tuning: chunk_content: Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. 2024-06-06 19:23:30,821 [DEBUG] embed_tuning: chunk: [('h4', 'Make it happen\n'), ('p', 'The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications.\n')] 2024-06-06 19:23:30,822 [DEBUG] embed_tuning: chunk_content: Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. 2024-06-06 19:23:30,822 [DEBUG] embed_tuning: chunk: [('h1', 'Download our whitepaperA CX-friendly government organisation: mission impossible?\n'), ('p', 'Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.\n')] 2024-06-06 19:23:30,823 [DEBUG] embed_tuning: chunk_content: Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. 2024-06-06 19:23:30,823 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help\xa0 you take steps in creating a seamless customer experience together.\n'), ('p', '\n')] 2024-06-06 19:23:30,824 [DEBUG] embed_tuning: chunk_content: How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. 2024-06-06 19:23:30,824 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Data Analysis\n'), ('p', 'We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.\n'), ('p', '\n')] 2024-06-06 19:23:30,825 [DEBUG] embed_tuning: chunk_content: Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-06 19:23:30,825 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Report\n'), ('h3', 'Customer Journey Mapping\n'), ('p', 'Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions.\n')] 2024-06-06 19:23:30,825 [DEBUG] embed_tuning: chunk_content: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. 2024-06-06 19:23:30,826 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-06 19:23:30,827 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops\n'), ('p', 'We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.\n')] 2024-06-06 19:23:30,827 [DEBUG] embed_tuning: chunk_content: Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. 2024-06-06 19:23:30,828 [DEBUG] embed_tuning: chunk: [('h3', 'Prototyping\n'), ('p', 'We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype.\n')] 2024-06-06 19:23:30,828 [DEBUG] embed_tuning: chunk_content: Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. 2024-06-06 19:23:30,829 [DEBUG] embed_tuning: chunk: [('h3', 'Blueprints & Roadmaps\n'), ('p', 'AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience.\n')] 2024-06-06 19:23:30,829 [DEBUG] embed_tuning: chunk_content: Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. 2024-06-06 19:23:30,830 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:23:30,830 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:23:30,831 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Improved customer satisfaction\n'), ('h3', 'Happier and more engaged employees\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-06 19:23:30,831 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-06 19:23:30,831 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case VDAB\n'), ('p', "VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction.\n"), ('p', '\n')] 2024-06-06 19:23:30,832 [DEBUG] embed_tuning: chunk_content: Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. 2024-06-06 19:23:30,832 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-06 19:23:30,833 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? 2024-06-06 19:23:30,833 [DEBUG] embed_tuning: chunk: [('h3', 'End-to-end\n'), ('p', 'AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.\n'), ('p', '\n')] 2024-06-06 19:23:30,834 [DEBUG] embed_tuning: chunk_content: End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. 2024-06-06 19:23:30,834 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer & employee experience\n'), ('h3', 'Depth & breadth\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:23:30,834 [DEBUG] embed_tuning: chunk_content: Improved customer & employee experience Depth & breadth Get in touch with our experts 2024-06-06 19:23:30,835 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:23:30,835 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:23:30,836 [DEBUG] embed_tuning: Remaining Chunk: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. Why AE? What makes us different? End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. Improved customer & employee experience Depth & breadth Get in touch with our experts Here to help! 2024-06-06 19:23:30,836 [DEBUG] embed_tuning: Remaining Length: 2058 2024-06-06 19:24:04,492 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:24:04,493 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:24:04,493 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:24:04,494 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:24:04,498 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-06 19:24:04,499 [DEBUG] embed_tuning: chunk: [('h1', 'Ideate & explore new opportunities\n'), ('h4', 'Turning inspiration into a strategic headstart\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You get lost in the hype around new technologies\n'), ('h3', 'You don’t know which ideas can offer real ROI\n'), ('h3', "It's difficult to turn new ideas into concrete actions\n"), ('h2', 'A methodology to ideate& explore new opportunities\n'), ('p', 'Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world.\n')] 2024-06-06 19:24:04,499 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. 2024-06-06 19:24:04,500 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspire\n'), ('h4', 'Ideate & vote\n'), ('h4', 'Build & explore\n'), ('h4', 'Inspire\n'), ('p', 'We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.\n')] 2024-06-06 19:24:04,500 [DEBUG] embed_tuning: chunk_content: Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. 2024-06-06 19:24:04,500 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & vote\n'), ('p', 'Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury.\n')] 2024-06-06 19:24:04,501 [DEBUG] embed_tuning: chunk_content: Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. 2024-06-06 19:24:04,501 [DEBUG] embed_tuning: chunk: [('h4', 'Build & explore\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration.\n')] 2024-06-06 19:24:04,502 [DEBUG] embed_tuning: chunk_content: Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. 2024-06-06 19:24:04,502 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Session\n'), ('h3', 'Round Tables\n'), ('h3', 'Workshops\n'), ('h3', 'Proof of Concept\n'), ('h3', 'Prototyping\n'), ('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:24:04,503 [DEBUG] embed_tuning: chunk_content: Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:24:04,503 [DEBUG] embed_tuning: chunk: [('h3', 'A look beyond the hype\n'), ('h3', 'New business opportunities\n'), ('h3', 'Competitive advantages\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'A flexible formula and clear pricing\n'), ('h3', 'Change management embedded\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:24:04,504 [DEBUG] embed_tuning: chunk_content: A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts 2024-06-06 19:24:04,505 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:24:04,505 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:24:04,506 [DEBUG] embed_tuning: Remaining Chunk: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts Here to help! 2024-06-06 19:24:04,506 [DEBUG] embed_tuning: Remaining Length: 1963 2024-06-06 19:24:41,257 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:24:41,257 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:24:41,258 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:24:41,258 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:24:41,263 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-06 19:24:41,264 [DEBUG] embed_tuning: chunk: [('h1', 'Assess & improve your digital maturity\n'), ('h4', 'Enable your digital transformation\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You got stuck in your transformation and need a fresh view\n'), ('h3', 'You don’t know what digital capabilities to prioritise on\n'), ('h3', 'You need a better view on required digital investments\n'), ('h2', 'A framework to assess& improve your digital maturity\n'), ('p', 'Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.\n')] 2024-06-06 19:24:41,264 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. 2024-06-06 19:24:41,265 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Project intake\n'), ('h4', 'Evaluate your current state\n'), ('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h4', 'Project intake\n'), ('p', 'During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project.\n')] 2024-06-06 19:24:41,265 [DEBUG] embed_tuning: chunk_content: Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. 2024-06-06 19:24:41,266 [DEBUG] embed_tuning: chunk: [('h4', 'Evaluate your current state\n'), ('p', 'In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge.\n')] 2024-06-06 19:24:41,266 [DEBUG] embed_tuning: chunk_content: Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. 2024-06-06 19:24:41,267 [DEBUG] embed_tuning: chunk: [('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity.\n')] 2024-06-06 19:24:41,267 [DEBUG] embed_tuning: chunk_content: Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. 2024-06-06 19:24:41,268 [DEBUG] embed_tuning: chunk: [('h3', 'Capability Framework & Capability-Based Planning\n'), ('p', 'Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change.\n')] 2024-06-06 19:24:41,268 [DEBUG] embed_tuning: chunk_content: Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. 2024-06-06 19:24:41,269 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops & Interviews\n'), ('h3', 'Maturity Assessment\n'), ('p', 'In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information.\n')] 2024-06-06 19:24:41,269 [DEBUG] embed_tuning: chunk_content: Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. 2024-06-06 19:24:41,270 [DEBUG] embed_tuning: chunk: [('h3', 'SWOT-Analysis\n'), ('p', 'The \xa0SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats.\n')] 2024-06-06 19:24:41,271 [DEBUG] embed_tuning: chunk_content: SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. 2024-06-06 19:24:41,271 [DEBUG] embed_tuning: chunk: [('h3', 'Budget Estimation Framework\n'), ('p', 'In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations.\n')] 2024-06-06 19:24:41,271 [DEBUG] embed_tuning: chunk_content: Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. 2024-06-06 19:24:41,272 [DEBUG] embed_tuning: chunk: [('h3', 'Change Management Techniques\n'), ('p', 'We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes.\n')] 2024-06-06 19:24:41,272 [DEBUG] embed_tuning: chunk_content: Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-06 19:24:41,273 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:24:41,273 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:24:41,274 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-06 19:24:41,274 [DEBUG] embed_tuning: chunk: [('h3', 'Better Business & IT alignment\n'), ('h3', 'Objective and transparent decision making\n'), ('h3', 'Modernised IT Architecture\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our expert\n'), ('p', '\n')] 2024-06-06 19:24:41,275 [DEBUG] embed_tuning: chunk_content: Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert 2024-06-06 19:24:41,275 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:24:41,276 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:24:41,276 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert Here to help! 2024-06-06 19:24:41,277 [DEBUG] embed_tuning: Remaining Length: 429 2024-06-06 19:25:20,688 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:25:20,689 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:25:20,689 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:25:20,690 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:25:20,694 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:25:20,695 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-06 19:25:20,695 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-06 19:25:20,696 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-06 19:25:20,696 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-06 19:25:20,697 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-06 19:25:20,697 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-06 19:25:20,698 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-06 19:25:20,698 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-06 19:25:20,699 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-06 19:25:20,700 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-06 19:25:20,700 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-06 19:25:20,701 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-06 19:25:20,701 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-06 19:25:20,701 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-06 19:25:20,702 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-06 19:25:20,702 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-06 19:25:20,703 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-06 19:25:20,703 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-06 19:25:20,704 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-06 19:25:20,704 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-06 19:25:20,705 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-06 19:25:20,705 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-06 19:25:20,706 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-06 19:25:20,706 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-06 19:25:52,740 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:25:52,741 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:25:52,741 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:25:52,742 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:25:52,746 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-06 19:25:52,746 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-06 19:25:52,747 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-06 19:25:52,747 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-06 19:25:52,747 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-06 19:25:52,748 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-06 19:25:52,748 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-06 19:25:52,749 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-06 19:25:52,749 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-06 19:25:52,750 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-06 19:25:52,750 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-06 19:25:52,750 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-06 19:25:52,751 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-06 19:25:52,751 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-06 19:25:52,752 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-06 19:25:52,752 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-06 19:25:52,753 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-06 19:25:52,753 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-06 19:25:52,754 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-06 19:25:52,754 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-06 19:25:52,755 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-06 19:25:52,755 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-06 19:25:52,756 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-06 19:25:52,756 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-06 19:25:52,757 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-06 19:26:27,236 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:26:27,237 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:26:27,237 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:26:27,237 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:26:27,242 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-06 19:26:27,243 [DEBUG] embed_tuning: chunk: [('h1', 'Re-architect your enterprise landscape\n'), ('h4', 'Future-proofing your business today\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT environment no longer matches your business requirements\n'), ('h3', 'IT solutions are outdated or no longer supported\n'), ('h3', 'After a M&A, the integration of your enterprise landscape is essential\n'), ('h2', 'A methodology to re-architect your enterprise landscape\n'), ('p', 'To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals.\n')] 2024-06-06 19:26:27,243 [DEBUG] embed_tuning: chunk_content: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. 2024-06-06 19:26:27,244 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Defining the change areas\n'), ('h4', 'Elaborate your future state\n'), ('h4', 'Determine an actionable roadmap\n'), ('h4', 'Defining the change areas\n'), ('p', 'We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes.\n')] 2024-06-06 19:26:27,244 [DEBUG] embed_tuning: chunk_content: Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. 2024-06-06 19:26:27,245 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate your future state\n'), ('p', 'In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state.\n')] 2024-06-06 19:26:27,245 [DEBUG] embed_tuning: chunk_content: Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. 2024-06-06 19:26:27,246 [DEBUG] embed_tuning: chunk: [('h4', 'Determine an actionable roadmap\n'), ('p', 'In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state.\n')] 2024-06-06 19:26:27,246 [DEBUG] embed_tuning: chunk_content: Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. 2024-06-06 19:26:27,246 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape.\n')] 2024-06-06 19:26:27,247 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. 2024-06-06 19:26:27,247 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Capability Map\n'), ('p', 'With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment.\n')] 2024-06-06 19:26:27,248 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. 2024-06-06 19:26:27,248 [DEBUG] embed_tuning: chunk: [('h3', 'Reference IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-06 19:26:27,249 [DEBUG] embed_tuning: chunk_content: Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. 2024-06-06 19:26:27,249 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-06 19:26:27,249 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-06 19:26:27,250 [DEBUG] embed_tuning: chunk: [('h3', 'Implementation Roadmap\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-06 19:26:27,250 [DEBUG] embed_tuning: chunk_content: Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-06 19:26:27,251 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:26:27,251 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:26:27,252 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Always business-first\n'), ('p', 'Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire.\n')] 2024-06-06 19:26:27,252 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. 2024-06-06 19:26:27,253 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:26:27,253 [DEBUG] embed_tuning: chunk: [('h3', 'More than just technology\n'), ('p', 'Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-06 19:26:27,254 [DEBUG] embed_tuning: chunk_content: More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-06 19:26:27,254 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out.\n')] 2024-06-06 19:26:27,255 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. 2024-06-06 19:26:27,255 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:26:27,256 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-06 19:26:27,256 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:26:27,257 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:26:27,257 [DEBUG] embed_tuning: Remaining Chunk: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. Get in touch with our experts Here to help! 2024-06-06 19:26:27,257 [DEBUG] embed_tuning: Remaining Length: 883 2024-06-06 19:27:05,530 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:27:05,530 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:27:05,531 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:27:05,531 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:27:05,536 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-06 19:27:05,537 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-06 19:27:05,537 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-06 19:27:05,538 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-06 19:27:05,538 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-06 19:27:05,538 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-06 19:27:05,539 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-06 19:27:05,539 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-06 19:27:05,540 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-06 19:27:05,540 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-06 19:27:05,541 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-06 19:27:05,541 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-06 19:27:05,542 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-06 19:27:05,542 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-06 19:27:05,542 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-06 19:27:05,543 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-06 19:27:05,543 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-06 19:27:05,544 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-06 19:27:05,544 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-06 19:27:05,545 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-06 19:27:05,545 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-06 19:27:05,546 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-06 19:27:05,547 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-06 19:27:05,547 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-06 19:27:05,548 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-06 19:27:05,548 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-06 19:27:05,548 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-06 19:27:05,549 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-06 19:27:05,549 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-06 19:27:05,550 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-06 19:27:05,550 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-06 19:27:05,551 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-06 19:28:24,950 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:28:24,950 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:28:24,951 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:28:24,951 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:28:24,955 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-06 19:28:24,956 [DEBUG] embed_tuning: chunk: [('p', 'IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-06 19:28:24,957 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-06 19:28:24,957 [DEBUG] embed_tuning: chunk: [('h1', 'IT Delivery & Performance\n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\n')] 2024-06-06 19:28:24,957 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. 2024-06-06 19:28:24,958 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', 'Time to market\n'), ('h3', 'IT Architecture\n'), ('h3', 'Ensuring Quality\n'), ('h3', 'Talent shortage and skills gap\n'), ('p', '\n')] 2024-06-06 19:28:24,958 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap 2024-06-06 19:28:24,959 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-06 19:28:24,959 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-06 19:28:24,960 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-06 19:28:24,960 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-06 19:28:24,961 [DEBUG] embed_tuning: chunk: [('h3', 'Foster yourhuman capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-06 19:28:24,961 [DEBUG] embed_tuning: chunk_content: Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-06 19:28:24,962 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-06 19:28:24,962 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-06 19:28:24,962 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-06 19:28:24,963 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-06 19:28:24,963 [DEBUG] embed_tuning: chunk: [('h3', 'More than technology\n'), ('p', 'Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-06 19:28:24,964 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-06 19:28:24,964 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-06 19:28:24,965 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-06 19:28:24,965 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-06 19:28:24,966 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-06 19:28:24,966 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-06 19:28:24,967 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-06 19:28:24,967 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-06 19:28:24,968 [DEBUG] embed_tuning: Remaining Chunk: Want to optimize your IT delivery? 2024-06-06 19:28:24,968 [DEBUG] embed_tuning: Remaining Length: 36 2024-06-06 19:29:07,696 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:29:07,696 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:29:07,697 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:29:07,697 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:29:07,701 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-06 19:29:07,702 [DEBUG] embed_tuning: chunk: [('p', 'IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-06 19:29:07,702 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-06 19:29:07,703 [DEBUG] embed_tuning: chunk: [('h1', 'IT Delivery & Performance\n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\n')] 2024-06-06 19:29:07,703 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. 2024-06-06 19:29:07,704 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', 'Time to market\n'), ('h3', 'IT Architecture\n'), ('h3', 'Ensuring Quality\n'), ('h3', 'Talent shortage and skills gap\n'), ('p', '\n')] 2024-06-06 19:29:07,704 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap 2024-06-06 19:29:07,705 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-06 19:29:07,705 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-06 19:29:07,706 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-06 19:29:07,706 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-06 19:29:07,706 [DEBUG] embed_tuning: chunk: [('h3', 'Foster yourhuman capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-06 19:29:07,707 [DEBUG] embed_tuning: chunk_content: Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-06 19:29:07,707 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-06 19:29:07,708 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-06 19:29:07,708 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-06 19:29:07,709 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-06 19:29:07,709 [DEBUG] embed_tuning: chunk: [('h3', 'More than technology\n'), ('p', 'Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-06 19:29:07,710 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-06 19:29:07,711 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-06 19:29:07,711 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-06 19:29:07,712 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-06 19:29:07,712 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-06 19:29:07,712 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-06 19:29:07,713 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-06 19:29:07,713 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-06 19:30:18,062 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-06 19:30:18,063 [DEBUG] embed_tuning: chunk: [('h1', 'Cloud & Hybrid\n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-06 19:30:18,063 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-06 19:30:18,064 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', 'Retrofitting legacy apps to cloud-native platforms\n'), ('h3', 'Navigating cloud capabilities stalls improvement of operational processes\n'), ('h3', 'Seamlessly supporting business needs poses significant challenges\n'), ('p', '\n')] 2024-06-06 19:30:18,064 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges 2024-06-06 19:30:18,065 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. 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We are there from concept to roll-out. 2024-06-06 19:30:18,066 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-06 19:30:18,067 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-06 19:30:18,068 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-06 19:30:18,068 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-06 19:30:18,069 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-06 19:30:18,069 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-06 19:30:18,069 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-06 19:30:18,070 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-06 19:30:18,070 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. 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A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-06 19:30:51,580 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-06 19:30:51,580 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-06 19:30:51,581 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-06 19:30:51,581 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-06 19:30:51,582 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. Upgrade your cloud journey! 2024-06-06 19:30:51,585 [DEBUG] embed_tuning: Remaining Length: 2377 2024-06-06 19:32:01,445 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:32:01,445 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:32:01,446 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:32:01,446 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:32:01,449 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:32:01,450 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:32:01,451 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:32:01,451 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:32:01,452 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:32:01,452 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:32:01,453 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:32:01,453 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:32:01,454 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:32:01,454 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-06 19:32:01,455 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-06 19:32:01,455 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-06 19:32:01,456 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:32:01,457 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:32:01,457 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:32:01,458 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:32:01,458 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:32:01,458 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:32:01,459 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:32:01,459 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:32:01,460 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-06 19:32:38,243 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:32:38,244 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:32:38,244 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:32:38,245 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:32:38,248 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:32:38,248 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:32:38,249 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:32:38,249 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:32:38,250 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:32:38,250 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:32:38,251 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:32:38,251 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:32:38,252 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:32:38,252 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-06 19:32:38,252 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-06 19:32:38,253 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-06 19:32:38,253 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:32:38,254 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:32:38,254 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:32:38,255 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:32:38,255 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:32:38,256 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:32:38,256 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:32:38,257 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:32:38,257 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-06 19:33:06,619 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:33:06,620 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:33:06,620 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:33:06,621 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:33:06,624 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:33:06,624 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:33:06,625 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:33:06,625 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:33:06,626 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:33:06,626 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:33:06,627 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:33:06,627 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:33:06,627 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:33:06,628 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-06 19:33:06,628 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-06 19:33:06,629 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-06 19:33:06,629 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:33:06,629 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:33:06,630 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:33:06,630 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:33:06,631 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:06,631 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:33:06,632 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:33:06,632 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:06,633 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-06 19:33:29,859 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:33:29,860 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:33:29,860 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:33:29,861 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:33:29,864 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:33:29,864 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:33:29,865 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:33:29,866 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:33:29,866 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:33:29,867 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:33:29,867 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:33:29,868 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:33:29,868 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:33:29,869 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. 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From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:33:29,870 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:33:29,871 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:33:29,871 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:33:29,872 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:29,872 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:33:29,873 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:33:29,873 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:29,874 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-06 19:33:56,319 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:33:56,320 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:33:56,320 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:33:56,321 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:33:56,324 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:33:56,324 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:33:56,325 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:33:56,325 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:33:56,326 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:33:56,326 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:33:56,327 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:33:56,328 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:33:56,328 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:33:56,329 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-06 19:33:56,329 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-06 19:33:56,329 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-06 19:33:56,330 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:33:56,330 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:33:56,331 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:33:56,331 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:33:56,332 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:56,332 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:33:56,332 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:33:56,333 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:33:56,333 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-06 19:34:33,304 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-06 19:34:33,305 [DEBUG] embed_tuning: Included Elements: 1 2024-06-06 19:34:33,305 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-06 19:34:33,306 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-06 19:34:33,309 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-06 19:34:33,310 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-06 19:34:33,310 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-06 19:34:33,311 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-06 19:34:33,311 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-06 19:34:33,312 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-06 19:34:33,312 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-06 19:34:33,313 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-06 19:34:33,313 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-06 19:34:33,314 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-06 19:34:33,314 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-06 19:34:33,315 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-06 19:34:33,315 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-06 19:34:33,315 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-06 19:34:33,316 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-06 19:34:33,317 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-06 19:34:33,317 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:34:33,318 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-06 19:34:33,318 [DEBUG] embed_tuning: chunk_content: 2024-06-06 19:34:33,318 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-06 19:34:33,319 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 10:56:02,325 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 10:56:02,326 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 10:56:02,326 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 10:56:02,327 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 10:56:02,331 [DEBUG] embed_tuning: Nr of potential chunks: 6 2024-06-07 10:56:02,332 [DEBUG] embed_tuning: chunk: [('h1', 'Helping you\xa0thrive in a digital world\n'), ('p', 'We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.\n'), ('p', '\n')] 2024-06-07 10:56:02,332 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. 2024-06-07 10:56:02,333 [DEBUG] embed_tuning: chunk: [('h2', 'We blend ICT & business\n'), ('p', 'Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology.\n'), ('p', 'We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE\n')] 2024-06-07 10:56:02,333 [DEBUG] embed_tuning: chunk_content: We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE 2024-06-07 10:56:02,333 [DEBUG] embed_tuning: chunk: [('h2', 'In the spotlight\n'), ('p', 'A Great Place to Work, 14 times in a row\n'), ('p', "Events you don't want to miss\n"), ('p', 'Tune in to our Air Data Podcast for insights & inspiration\n')] 2024-06-07 10:56:02,334 [DEBUG] embed_tuning: chunk_content: In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration 2024-06-07 10:56:02,334 [DEBUG] embed_tuning: chunk: [('h2', 'Our Solutions\n'), ('h3', 'Data & AI\n'), ('h3', 'CIAM\n'), ('h3', 'Digital Talent & Organisation\n'), ('h3', 'Document Hyperautomation\n'), ('h3', 'Applications\n'), ('h3', 'Digital Strategy & Innovation\n'), ('h3', 'Business & IT Architecture\n'), ('h3', 'IT Delivery & Performance\n'), ('h3', 'Cloud & Hybrid\n'), ('p', 'SDWorx - SmartOCR solution\n'), ('p', 'Lecot - Data strategy\n'), ('p', 'Acerta - Digital assistant\n')] 2024-06-07 10:56:02,335 [DEBUG] embed_tuning: chunk_content: Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant 2024-06-07 10:56:02,335 [DEBUG] embed_tuning: chunk: [('h2', 'Customer Stories\n'), ('p', 'You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n')] 2024-06-07 10:56:02,335 [DEBUG] embed_tuning: chunk_content: Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 10:56:02,336 [DEBUG] embed_tuning: chunk: [('h2', 'Our Services\n'), ('p', 'Inspire\n'), ('p', 'Gain inspiration and ideas. Learn, grow, and break out of your comfort zone.\n'), ('p', 'IT Team Extension\n'), ('p', 'Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.\u200b\n'), ('p', 'Strategic Advice\n'), ('p', 'Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.\u200b\n'), ('p', 'Managed services\n'), ('p', 'Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.\u200b\n'), ('p', 'IT Consultancy\n'), ('p', 'Count on our skilled IT experts to ensure cost-effective and efficient project delivery.\u200b\n'), ('p', 'Application Development\n'), ('p', 'Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.\u200b\n')] 2024-06-07 10:56:02,336 [DEBUG] embed_tuning: chunk_content: Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 10:56:02,337 [DEBUG] embed_tuning: Remaining Chunk: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 10:56:02,337 [DEBUG] embed_tuning: Remaining Length: 2056 2024-06-07 11:16:42,200 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:42,201 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:42,201 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:42,202 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:42,206 [DEBUG] embed_tuning: Nr of potential chunks: 6 2024-06-07 11:16:42,207 [DEBUG] embed_tuning: chunk: [('h1', 'Helping you\xa0thrive in a digital world\n'), ('p', 'We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.\n'), ('p', '\n')] 2024-06-07 11:16:42,208 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. 2024-06-07 11:16:42,208 [DEBUG] embed_tuning: chunk: [('h2', 'We blend ICT & business\n'), ('p', 'Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology.\n'), ('p', 'We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE\n')] 2024-06-07 11:16:42,209 [DEBUG] embed_tuning: chunk_content: We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE 2024-06-07 11:16:42,209 [DEBUG] embed_tuning: chunk: [('h2', 'In the spotlight\n'), ('p', 'A Great Place to Work, 14 times in a row\n'), ('p', "Events you don't want to miss\n"), ('p', 'Tune in to our Air Data Podcast for insights & inspiration\n')] 2024-06-07 11:16:42,209 [DEBUG] embed_tuning: chunk_content: In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration 2024-06-07 11:16:42,210 [DEBUG] embed_tuning: chunk: [('h2', 'Our Solutions\n'), ('h3', 'Data & AI\n'), ('h3', 'CIAM\n'), ('h3', 'Digital Talent & Organisation\n'), ('h3', 'Document Hyperautomation\n'), ('h3', 'Applications\n'), ('h3', 'Digital Strategy & Innovation\n'), ('h3', 'Business & IT Architecture\n'), ('h3', 'IT Delivery & Performance\n'), ('h3', 'Cloud & Hybrid\n'), ('p', 'SDWorx - SmartOCR solution\n'), ('p', 'Lecot - Data strategy\n'), ('p', 'Acerta - Digital assistant\n')] 2024-06-07 11:16:42,210 [DEBUG] embed_tuning: chunk_content: Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant 2024-06-07 11:16:42,211 [DEBUG] embed_tuning: chunk: [('h2', 'Customer Stories\n'), ('p', 'You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n')] 2024-06-07 11:16:42,212 [DEBUG] embed_tuning: chunk_content: Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:16:42,212 [DEBUG] embed_tuning: chunk: [('h2', 'Our Services\n'), ('p', 'Inspire\n'), ('p', 'Gain inspiration and ideas. Learn, grow, and break out of your comfort zone.\n'), ('p', 'IT Team Extension\n'), ('p', 'Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.\u200b\n'), ('p', 'Strategic Advice\n'), ('p', 'Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.\u200b\n'), ('p', 'Managed services\n'), ('p', 'Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.\u200b\n'), ('p', 'IT Consultancy\n'), ('p', 'Count on our skilled IT experts to ensure cost-effective and efficient project delivery.\u200b\n'), ('p', 'Application Development\n'), ('p', 'Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.\u200b\n')] 2024-06-07 11:16:42,213 [DEBUG] embed_tuning: chunk_content: Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 11:16:42,213 [DEBUG] embed_tuning: Remaining Chunk: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 11:16:42,214 [DEBUG] embed_tuning: Remaining Length: 2056 2024-06-07 11:16:42,633 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:42,634 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:42,634 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:42,635 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:42,638 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:42,638 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 11:16:42,639 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 11:16:42,639 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 11:16:42,640 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 11:16:42,640 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-07 11:16:42,641 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-07 11:16:42,641 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 11:16:42,642 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 11:16:42,642 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 11:16:42,643 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 11:16:42,643 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:16:42,644 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-07 11:16:42,644 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 11:16:42,645 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 11:16:42,645 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-07 11:16:42,646 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-07 11:16:42,740 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:42,740 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:42,741 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:42,741 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:42,743 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:42,743 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:42,744 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:42,744 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:42,744 [DEBUG] embed_tuning: Nr of potential chunks: 5 2024-06-07 11:16:42,744 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:42,745 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:42,745 [DEBUG] embed_tuning: chunk: [('h1', 'Why AE?\n'), ('p', 'We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination.\n')] 2024-06-07 11:16:42,745 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:42,745 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:42,745 [DEBUG] embed_tuning: chunk_content: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. 2024-06-07 11:16:42,746 [DEBUG] embed_tuning: chunk: [('h2', 'Helping you thrive in a digital world\n'), ('p', 'Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology.\n')] 2024-06-07 11:16:42,747 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. 2024-06-07 11:16:42,747 [DEBUG] embed_tuning: chunk: [('h2', 'What makes us unique?\n'), ('h3', 'Small enough to care, big enough to deliver\n'), ('h3', 'We blend ICT and business\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'A broad offering with in-depth expertise\n'), ('h3', 'A strong belief in people\n'), ('h3', 'Satisfied & loyal customers\n'), ('h2', 'So where do we start?\n'), ('p', 'We believe that thriving in a digital world requires mastery and maturity in these specific domains.\n'), ('p', 'Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services.\n')] 2024-06-07 11:16:42,747 [DEBUG] embed_tuning: chunk_content: What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. 2024-06-07 11:16:42,748 [DEBUG] embed_tuning: chunk: [('h3', 'We value (our) people\n'), ('h3', '\n'), ('h3', 'We value (our) people\n'), ('h3', '\n'), ('p', 'Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers.\n'), ('p', "It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people.\n")] 2024-06-07 11:16:42,748 [DEBUG] embed_tuning: chunk_content: We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. 2024-06-07 11:16:42,749 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:42,749 [DEBUG] embed_tuning: chunk: [('h1', 'Great Place To Work\n')] 2024-06-07 11:16:42,749 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:42,749 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 11:16:42,750 [DEBUG] embed_tuning: chunk_content: Great Place To Work 2024-06-07 11:16:42,750 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 11:16:42,750 [DEBUG] embed_tuning: Remaining Chunk: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. Great Place To Work 2024-06-07 11:16:42,750 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 11:16:42,750 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 11:16:42,751 [DEBUG] embed_tuning: Remaining Length: 1863 2024-06-07 11:16:42,751 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 11:16:42,751 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 11:16:42,752 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 11:16:42,752 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 11:16:42,752 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-07 11:16:42,752 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-07 11:16:42,753 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-07 11:16:42,753 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-07 11:16:42,754 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 11:16:42,754 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 11:16:42,754 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 11:16:42,754 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 11:16:42,755 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 11:16:42,755 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-07 11:16:42,755 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 11:16:42,755 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-07 11:16:42,756 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:16:42,756 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:16:42,756 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-07 11:16:42,756 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-07 11:16:42,757 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 11:16:42,757 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 11:16:42,757 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 11:16:42,757 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 11:16:42,758 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-07 11:16:42,758 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-07 11:16:42,758 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-07 11:16:42,758 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-07 11:16:43,054 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,055 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,055 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,056 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,060 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:43,060 [DEBUG] embed_tuning: chunk: [('h1', 'Unlock the value of your data\n'), ('h4', 'Gain a competitive advantage with data\n'), ('h2', 'Does this sound familiar?\n'), ('h3', "You're not getting valuable data insights to better run your business\n"), ('h3', 'You lack internal knowledge on data and AI\n'), ('h3', 'Your systems produce a lot of data but you only use a fraction\n'), ('h2', 'A methodology to unlock thevalue of your data\n'), ('p', 'Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration.\n')] 2024-06-07 11:16:43,061 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. 2024-06-07 11:16:43,061 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Explore\n'), ('h4', 'Apply\n'), ('h4', 'Align\n'), ('p', 'During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI.\n')] 2024-06-07 11:16:43,062 [DEBUG] embed_tuning: chunk_content: Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. 2024-06-07 11:16:43,062 [DEBUG] embed_tuning: chunk: [('h4', 'Explore\n'), ('p', 'We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not.\n')] 2024-06-07 11:16:43,062 [DEBUG] embed_tuning: chunk_content: Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. 2024-06-07 11:16:43,063 [DEBUG] embed_tuning: chunk: [('h4', 'Apply\n'), ('h2', 'Listen to the AE Air Data podcast\n'), ('p', 'Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then.\n')] 2024-06-07 11:16:43,063 [DEBUG] embed_tuning: chunk_content: Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. 2024-06-07 11:16:43,064 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data.\n')] 2024-06-07 11:16:43,064 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. 2024-06-07 11:16:43,065 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Data Assessment\n'), ('h3', 'Workshops& Ideation\n'), ('h3', 'Prototype\n'), ('p', 'We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations.\n')] 2024-06-07 11:16:43,065 [DEBUG] embed_tuning: chunk_content: Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. 2024-06-07 11:16:43,065 [DEBUG] embed_tuning: chunk: [('h3', 'Integration Design\n'), ('p', 'We design the complete process to fully integrate the prototype solution in day to day operations.\n')] 2024-06-07 11:16:43,066 [DEBUG] embed_tuning: chunk_content: Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. 2024-06-07 11:16:43,066 [DEBUG] embed_tuning: chunk: [('h3', 'Training& Coaching\n'), ('p', 'We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products.\n')] 2024-06-07 11:16:43,067 [DEBUG] embed_tuning: chunk_content: Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. 2024-06-07 11:16:43,067 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:43,068 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,068 [DEBUG] embed_tuning: chunk: [('h3', 'Improved business insights\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Innovation & agility\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than just technology\n'), ('h3', 'A true end-to-end partner\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:43,068 [DEBUG] embed_tuning: chunk_content: Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts 2024-06-07 11:16:43,069 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:43,069 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:43,070 [DEBUG] embed_tuning: Remaining Chunk: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts Here to help! 2024-06-07 11:16:43,070 [DEBUG] embed_tuning: Remaining Length: 2586 2024-06-07 11:16:43,300 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,300 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,301 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,301 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,304 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:43,304 [DEBUG] embed_tuning: chunk: [('h1', 'How Companies Benefit from Big Data\n'), ('p', 'Usage of Big Data Analytics in different regions and industries\n'), ('p', 'Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs.\n'), ('p', '“Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.”\n'), ('p', 'The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.”\n')] 2024-06-07 11:16:43,305 [DEBUG] embed_tuning: chunk_content: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” 2024-06-07 11:16:43,305 [DEBUG] embed_tuning: chunk: [('h2', 'Management is driving big data analytics\n'), ('p', 'Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%.\n'), ('p', 'On the whole, business departments are still very passive and much less likely to be the drivers behind this topic.\n')] 2024-06-07 11:16:43,306 [DEBUG] embed_tuning: chunk_content: Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. 2024-06-07 11:16:43,306 [DEBUG] embed_tuning: chunk: [('h2', 'Customer analytics is the most common project driver\n'), ('p', 'Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data.\n'), ('p', 'Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales.\n'), ('p', 'But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources.\n'), ('p', 'The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business.\n'), ('p', 'To get the most out of your projects look at ourrecommendations for big data initiatives.\n'), ('p', '\n')] 2024-06-07 11:16:43,307 [DEBUG] embed_tuning: chunk_content: Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. 2024-06-07 11:16:43,307 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases Report\n'), ('p', 'Getting real on data monetization\n')] 2024-06-07 11:16:43,308 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Report Getting real on data monetization 2024-06-07 11:16:43,308 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases\n'), ('h4', 'Share this\n'), ('h2', 'Related Posts\n'), ('li', '- Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023')] 2024-06-07 11:16:43,308 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,309 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023 2024-06-07 11:16:43,309 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,309 [DEBUG] embed_tuning: chunk: [('h4', 'Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?\n'), ('li', '- ESG Challenges, Tools and OutlookJuly 19th, 2023')] 2024-06-07 11:16:43,310 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,310 [DEBUG] embed_tuning: chunk_content: Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-07 11:16:43,310 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,310 [DEBUG] embed_tuning: chunk: [('h4', 'ESG Challenges, Tools and Outlook\n'), ('li', '- Modeling, Modernization and AutomationApril 27th, 2023')] 2024-06-07 11:16:43,310 [DEBUG] embed_tuning: chunk_content: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023 2024-06-07 11:16:43,312 [DEBUG] embed_tuning: Adding chunk to actual_chunks: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. Big Data Use Cases Report Getting real on data monetization Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-07 11:16:43,312 [DEBUG] embed_tuning: chunk: [('h4', 'Modeling, Modernization and Automation\n'), ('li', '- How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023')] 2024-06-07 11:16:43,313 [DEBUG] embed_tuning: chunk_content: Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023 2024-06-07 11:16:43,313 [DEBUG] embed_tuning: chunk: [('h4', 'How To Liberalize Data Access To Empower Data Users\n'), ('li', '- Hype or Reality?January 30th, 2023')] 2024-06-07 11:16:43,313 [DEBUG] embed_tuning: chunk_content: How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023 2024-06-07 11:16:43,314 [DEBUG] embed_tuning: chunk: [('h4', 'Hype or Reality?\n'), ('li', '- Has the Data Warehouse Had Its Day?January 16th, 2023')] 2024-06-07 11:16:43,314 [DEBUG] embed_tuning: chunk_content: Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023 2024-06-07 11:16:43,315 [DEBUG] embed_tuning: chunk: [('h4', 'Has the Data Warehouse Had Its Day?\n'), ('h4', 'Categories\n'), ('h4', 'Stay up to date\n'), ('h4', 'Want to rate your BI and analytics software?\n'), ('h4', 'Become a client\n'), ('h4', 'Topic Tags\n'), ('h4', 'Topic Tags\n')] 2024-06-07 11:16:43,315 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:43,315 [DEBUG] embed_tuning: chunk_content: Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 11:16:43,315 [DEBUG] embed_tuning: chunk: [('h1', 'Lift your data platform\n'), ('h4', 'We enable yourdata products\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '90% of all unstructured data is dark data\n'), ('h3', '25% of decision makers say it takes months to get analytics help from IT\n'), ('h3', 'Data professionals only spend 14% of their time on analysis\n'), ('h2', 'Our vision on a modern data platform\n'), ('p', 'Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data.\n'), ('p', 'We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.\n')] 2024-06-07 11:16:43,316 [DEBUG] embed_tuning: Remaining Chunk: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 11:16:43,316 [DEBUG] embed_tuning: chunk_content: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. 2024-06-07 11:16:43,316 [DEBUG] embed_tuning: Remaining Length: 507 2024-06-07 11:16:43,316 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:43,317 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,317 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced time to data insights\n'), ('h3', 'Empowerment of your teams\n'), ('h3', 'Productise your data\n'), ('h3', 'Automate your work\n'), ('h2', 'Want to know what we can help you with?\n'), ('p', 'Read about our efforts to streamline the data strategy at building materials wholesaler Lecot.\n')] 2024-06-07 11:16:43,318 [DEBUG] embed_tuning: chunk_content: Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. 2024-06-07 11:16:43,318 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To help you move towards a modern data platform, we use a three-step approach.\n')] 2024-06-07 11:16:43,319 [DEBUG] embed_tuning: chunk_content: How we can help To help you move towards a modern data platform, we use a three-step approach. 2024-06-07 11:16:43,319 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('h4', 'Build: Realising the data platform & proving business value\n'), ('h4', 'Run: Making the platform a success\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('p', 'We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture.\n')] 2024-06-07 11:16:43,320 [DEBUG] embed_tuning: chunk_content: Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. 2024-06-07 11:16:43,320 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Realising the data platform & proving business value\n'), ('p', 'We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value.\n')] 2024-06-07 11:16:43,320 [DEBUG] embed_tuning: chunk_content: Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. 2024-06-07 11:16:43,321 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Making the platform a success\n'), ('h2', 'What about technologies?\n'), ('p', 'We pick our technologies based on your specific needs and your current situation.What can your organisation expect?\n')] 2024-06-07 11:16:43,321 [DEBUG] embed_tuning: chunk_content: Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? 2024-06-07 11:16:43,322 [DEBUG] embed_tuning: chunk: [('h3', 'Cloud-native technologies\n'), ('h3', 'Security first\n'), ('h3', 'Strong partnerships\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Fast & flexible delivery\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:43,322 [DEBUG] embed_tuning: chunk_content: Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts 2024-06-07 11:16:43,323 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:43,323 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:43,323 [DEBUG] embed_tuning: Remaining Chunk: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. How we can help To help you move towards a modern data platform, we use a three-step approach. Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts Here to help! 2024-06-07 11:16:43,324 [DEBUG] embed_tuning: Remaining Length: 2489 2024-06-07 11:16:43,404 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,404 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,405 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,405 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,408 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:43,409 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 11:16:43,410 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 11:16:43,410 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 11:16:43,411 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 11:16:43,411 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-07 11:16:43,412 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-07 11:16:43,412 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 11:16:43,413 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 11:16:43,413 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-07 11:16:43,414 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-07 11:16:43,414 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:16:43,414 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-07 11:16:43,415 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 11:16:43,415 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 11:16:43,416 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-07 11:16:43,416 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-07 11:16:43,474 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,474 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,474 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,475 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,475 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,475 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,475 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,476 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,480 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:43,480 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2C\n'), ('h4', 'Enabling customer journeys for consumers in B2C\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Customers drop out during registration, resulting in lost revenue\n'), ('h3', 'Login methods for customers for different applications or websites are not unified\n'), ('h3', 'Customer data is not qualitative enough, making marketing efforts inefficient\n'), ('h2', 'A methodology to streamline yourcustomer identity management\n'), ('p', 'Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.\n')] 2024-06-07 11:16:43,481 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. 2024-06-07 11:16:43,481 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management.\n')] 2024-06-07 11:16:43,482 [DEBUG] embed_tuning: chunk_content: How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. 2024-06-07 11:16:43,482 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Reusable Assets\n'), ('p', 'We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features.\n')] 2024-06-07 11:16:43,483 [DEBUG] embed_tuning: chunk_content: AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. 2024-06-07 11:16:43,483 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.\n')] 2024-06-07 11:16:43,484 [DEBUG] embed_tuning: chunk_content: AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. 2024-06-07 11:16:43,484 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity.\n')] 2024-06-07 11:16:43,485 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. 2024-06-07 11:16:43,485 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'With our data export functionality, we make it easy to export data in different formats.\n'), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- ')] 2024-06-07 11:16:43,486 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - 2024-06-07 11:16:43,486 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:43,487 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,487 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer experience\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Higher efficiency for IT & Marketing\n'), ('h3', 'A unified view of individual customers\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We deliver an end-to-end solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:16:43,488 [DEBUG] embed_tuning: chunk_content: Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support 2024-06-07 11:16:43,488 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:43,488 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 11:16:43,489 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support Get in touch with our experts Here to help! 2024-06-07 11:16:43,489 [DEBUG] embed_tuning: Remaining Length: 2400 2024-06-07 11:16:43,548 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:43,549 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2B\n'), ('h4', 'Find the right balance between customer experience & security\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Managing the identity lifecycle of your customer is a cumbersome manual process\n'), ('h3', 'You struggle to offer self-service consent management\n'), ('h3', "Your login experiences aren't seamless\n"), ('h2', 'A methodology to streamline your customer identity management - at speed\n'), ('p', 'The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.\n')] 2024-06-07 11:16:43,549 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. 2024-06-07 11:16:43,550 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:43,550 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,551 [DEBUG] embed_tuning: chunk: [('h3', 'Self-service options\n'), ('h3', 'Unparalleled scalability\n'), ('h3', 'Streamlined onboarding\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management.\n')] 2024-06-07 11:16:43,551 [DEBUG] embed_tuning: chunk_content: Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. 2024-06-07 11:16:43,551 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Delegated Access Management\n'), ('h3', 'Reusable Assets\n'), ('p', "We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features.\n")] 2024-06-07 11:16:43,552 [DEBUG] embed_tuning: chunk_content: AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. 2024-06-07 11:16:43,552 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features.\n')] 2024-06-07 11:16:43,553 [DEBUG] embed_tuning: chunk_content: AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. 2024-06-07 11:16:43,553 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities.\n')] 2024-06-07 11:16:43,554 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. 2024-06-07 11:16:43,554 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient.\n')] 2024-06-07 11:16:43,554 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. 2024-06-07 11:16:43,555 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'We fast-track your CIAM solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Ongoing support\n'), ('p', '\n')] 2024-06-07 11:16:43,555 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support 2024-06-07 11:16:43,556 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:43,556 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 11:16:43,556 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support Get in touch with our experts Here to help! 2024-06-07 11:16:43,557 [DEBUG] embed_tuning: Remaining Length: 2287 2024-06-07 11:16:43,734 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,735 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,735 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,736 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,739 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-07 11:16:43,739 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-07 11:16:43,740 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-07 11:16:43,740 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 11:16:43,741 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 11:16:43,741 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-07 11:16:43,742 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-07 11:16:43,742 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:16:43,742 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:16:43,743 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 11:16:43,743 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 11:16:43,744 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 11:16:43,744 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 11:16:43,744 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:16:43,745 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-07 11:16:43,745 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:16:43,746 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:16:43,746 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-07 11:16:43,747 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-07 11:16:43,895 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,895 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,896 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,896 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,900 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-07 11:16:43,900 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-07 11:16:43,901 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-07 11:16:43,901 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 11:16:43,902 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 11:16:43,902 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-07 11:16:43,903 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-07 11:16:43,903 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:16:43,903 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:16:43,904 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 11:16:43,904 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 11:16:43,905 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 11:16:43,905 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 11:16:43,906 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:16:43,906 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-07 11:16:43,906 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:16:43,907 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:16:43,907 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-07 11:16:43,908 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-07 11:16:43,953 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:43,954 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:43,954 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:43,954 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:43,959 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:43,959 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:16:43,960 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:16:43,960 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:16:43,961 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:16:43,961 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:16:43,961 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:16:43,962 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:16:43,962 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:16:43,963 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:16:43,963 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:16:43,964 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:16:43,964 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:16:43,964 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:16:43,965 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:16:43,965 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:43,966 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,966 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:16:43,966 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:16:43,967 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:43,967 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:43,968 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:16:43,968 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:43,969 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:43,969 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:16:43,969 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:16:44,073 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,074 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,074 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,074 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,083 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 11:16:44,083 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010.the results from our latestMcKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 11:16:44,084 [DEBUG] embed_tuning: chunk_content: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 11:16:44,084 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 11:16:44,085 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 11:16:44,085 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 11:16:44,086 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or nottheir companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 11:16:44,086 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 11:16:44,087 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels.Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 11:16:44,087 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 11:16:44,088 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 11:16:44,088 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformationsare also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And byâ\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).\n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-07 11:16:44,089 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 11:16:44,089 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed byMichael Bucy,a senior partner in McKinseyâ\x80\x99s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:16:44,090 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:16:44,090 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 11:16:44,091 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 11:16:44,091 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 11:16:44,092 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 11:16:44,092 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 11:16:44,093 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 11:16:44,093 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 11:16:44,094 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 11:16:44,094 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 11:16:44,095 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 11:16:44,095 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 11:16:44,096 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', 'We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- Line managers.Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- Change agents.Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 11:16:44,096 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 11:16:44,097 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 11:16:44,098 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-07 11:16:44,098 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 11:16:44,099 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 11:16:44,099 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinseyâ\x80\x99s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:16:44,100 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:16:44,100 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 11:16:44,101 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP.Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performanceandequipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 11:16:44,101 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 11:16:44,102 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 11:16:44,102 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 11:16:44,103 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 11:16:44,104 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 11:16:44,104 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 11:16:44,105 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 11:16:44,105 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 11:16:44,106 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 11:16:44,106 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 11:16:44,107 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. 2024-06-07 11:16:44,107 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 11:16:44,108 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-07 11:16:44,108 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 11:16:44,109 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinseyâ\x80\x99s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:16:44,109 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:16:44,110 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 11:16:44,111 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of researchand client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 11:16:44,111 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 11:16:44,112 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-07 11:16:44,112 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 11:16:44,113 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 11:16:44,113 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 11:16:44,114 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 11:16:44,115 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-07 11:16:44,115 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 11:16:44,116 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 11:16:44,116 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 11:16:44,117 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 11:16:44,117 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-07 11:16:44,118 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 11:16:44,118 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinseyâ\x80\x99s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 11:16:44,118 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 11:16:44,119 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 11:16:44,119 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 11:16:44,120 [DEBUG] embed_tuning: Remaining Length: 308 2024-06-07 11:16:44,189 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,189 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,190 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,190 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,195 [DEBUG] embed_tuning: Nr of potential chunks: 18 2024-06-07 11:16:44,196 [DEBUG] embed_tuning: chunk: [('h1', 'Upskill & reskill your digital talent\n'), ('h4', 'Unleash your potential\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'It’s difficult to attract, develop & retain talent in your organisation\n'), ('h3', 'You are not sure which skills will be relevant in the future\n'), ('h3', 'You are dependent on expensive external resources\n'), ('h2', 'A complete offering toup- and reskill your digital talent\n'), ('p', 'Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning.\n'), ('p', 'We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level.\n')] 2024-06-07 11:16:44,196 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. 2024-06-07 11:16:44,197 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspiration, training & courses\n'), ('h4', 'Learning journeys\n'), ('h4', 'Bespoke learning solution\n'), ('h4', 'Learning organisation & ecosystem\n'), ('h4', 'Inspiration, training & courses\n'), ('p', 'In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field.\n')] 2024-06-07 11:16:44,197 [DEBUG] embed_tuning: chunk_content: Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. 2024-06-07 11:16:44,197 [DEBUG] embed_tuning: chunk: [('h4', 'Learning journeys\n'), ('p', 'We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills.\n')] 2024-06-07 11:16:44,198 [DEBUG] embed_tuning: chunk_content: Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. 2024-06-07 11:16:44,198 [DEBUG] embed_tuning: chunk: [('h4', 'Bespoke learning solution\n'), ('p', 'We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience.\n')] 2024-06-07 11:16:44,199 [DEBUG] embed_tuning: chunk_content: Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. 2024-06-07 11:16:44,199 [DEBUG] embed_tuning: chunk: [('h4', 'Learning organisation & ecosystem\n'), ('p', 'We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company.\n')] 2024-06-07 11:16:44,200 [DEBUG] embed_tuning: chunk_content: Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. 2024-06-07 11:16:44,200 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent.\n')] 2024-06-07 11:16:44,200 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. 2024-06-07 11:16:44,201 [DEBUG] embed_tuning: chunk: [('h3', 'Trainings & Workshops\n'), ('p', '\n')] 2024-06-07 11:16:44,201 [DEBUG] embed_tuning: chunk_content: Trainings & Workshops 2024-06-07 11:16:44,202 [DEBUG] embed_tuning: chunk: [('h3', 'Analysis Learning Journey\n'), ('p', 'AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.\n'), ('p', '\n'), ('p', '\n')] 2024-06-07 11:16:44,202 [DEBUG] embed_tuning: chunk_content: Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-07 11:16:44,203 [DEBUG] embed_tuning: chunk: [('h3', 'Architecture Learning Journey\n'), ('p', 'AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules.\n'), ('p', '\n')] 2024-06-07 11:16:44,203 [DEBUG] embed_tuning: chunk_content: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. 2024-06-07 11:16:44,203 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. Trainings & Workshops Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-07 11:16:44,204 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Sessions\n'), ('p', "We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart.\n")] 2024-06-07 11:16:44,204 [DEBUG] embed_tuning: chunk_content: Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. 2024-06-07 11:16:44,205 [DEBUG] embed_tuning: chunk: [('h3', 'Bespoke Learning Solution\n'), ('p', 'Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised.\n')] 2024-06-07 11:16:44,205 [DEBUG] embed_tuning: chunk_content: Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. 2024-06-07 11:16:44,206 [DEBUG] embed_tuning: chunk: [('h3', 'Learning Organisation & Ecosystem\n'), ('p', 'To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR.\n')] 2024-06-07 11:16:44,206 [DEBUG] embed_tuning: chunk_content: Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. 2024-06-07 11:16:44,207 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,207 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,207 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,208 [DEBUG] embed_tuning: chunk: [('h3', 'Enhanced competitiveness\n'), ('h3', 'Increased efficiency & productivity\n'), ('h3', 'Talent retention & engagement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'In-depth knowledge and broad scope\n'), ('p', 'Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions.\n')] 2024-06-07 11:16:44,208 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,208 [DEBUG] embed_tuning: chunk_content: Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. 2024-06-07 11:16:44,208 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,208 [DEBUG] embed_tuning: chunk: [('h3', 'Hands-on expertise\n'), ('p', 'Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff.\n')] 2024-06-07 11:16:44,209 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,209 [DEBUG] embed_tuning: chunk_content: Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. 2024-06-07 11:16:44,209 [DEBUG] embed_tuning: chunk: [('h3', 'A combo of learning & IT\n'), ('p', 'Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology.\n')] 2024-06-07 11:16:44,210 [DEBUG] embed_tuning: chunk_content: A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. 2024-06-07 11:16:44,210 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,211 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-07 11:16:44,211 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,212 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,212 [DEBUG] embed_tuning: Remaining Chunk: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. Get in touch with our experts Here to help! 2024-06-07 11:16:44,212 [DEBUG] embed_tuning: Remaining Length: 1990 2024-06-07 11:16:44,214 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 11:16:44,214 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-07 11:16:44,215 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-07 11:16:44,216 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 11:16:44,216 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 11:16:44,217 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 11:16:44,217 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 11:16:44,218 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 11:16:44,218 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 11:16:44,219 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 11:16:44,220 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 11:16:44,220 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 11:16:44,221 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 11:16:44,221 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-07 11:16:44,222 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-07 11:16:44,222 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-07 11:16:44,223 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-07 11:16:44,223 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 11:16:44,223 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 11:16:44,224 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 11:16:44,224 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:16:44,225 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 11:16:44,225 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 11:16:44,226 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:16:44,226 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 11:16:44,227 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 11:16:44,227 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 11:16:44,228 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 11:16:44,228 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,229 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,230 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 11:16:44,230 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 11:16:44,231 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 11:16:44,231 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 11:16:44,232 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 11:16:44,233 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 11:16:44,233 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 11:16:44,234 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 11:16:44,234 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,235 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-07 11:16:44,236 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,236 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,236 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-07 11:16:44,237 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-07 11:16:44,313 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,314 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,314 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,315 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:16:44,319 [DEBUG] embed_tuning: Nr of potential chunks: 13 2024-06-07 11:16:44,319 [DEBUG] embed_tuning: chunk: [('h1', 'Four fundamentals of workplace automation\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 11:16:44,320 [DEBUG] embed_tuning: chunk_content: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:16:44,321 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 11:16:44,321 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:16:44,322 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:16:44,323 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 11:16:44,323 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 11:16:44,324 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:16:44,324 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 11:16:44,325 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,325 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:16:44,326 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,326 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 11:16:44,326 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,326 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:16:44,327 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,327 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:16:44,328 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 11:16:44,328 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 11:16:44,329 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:16:44,330 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Where machines could replace humans—and where they can’t (yet)\n'), ('h6', "An executive's guide to the Internet of Things\n"), ('h6', 'An executive’s guide to machine learning\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 11:16:44,330 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:16:44,331 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:44,331 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 11:16:44,331 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 11:16:44,332 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:16:44,332 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 11:16:44,332 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:16:44,332 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 11:16:44,333 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 11:16:44,333 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 11:16:44,334 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-07 11:16:44,334 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 11:16:44,334 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-07 11:16:44,335 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:16:44,335 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:16:44,335 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 11:16:44,336 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:16:44,336 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:16:44,337 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:16:44,337 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 11:16:44,337 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:16:44,338 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:16:44,338 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 11:16:44,338 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 11:16:44,338 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:16:44,339 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 11:16:44,339 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 11:16:44,340 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 11:16:44,340 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 11:16:44,340 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 11:16:44,341 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:16:44,341 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 11:16:44,341 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:16:44,342 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-07 11:16:44,342 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:16:44,342 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-07 11:16:44,343 [DEBUG] embed_tuning: Remaining Chunk: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us 2024-06-07 11:16:44,343 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 11:16:44,343 [DEBUG] embed_tuning: Remaining Length: 373 2024-06-07 11:16:44,344 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 11:16:44,344 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-07 11:16:44,345 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-07 11:16:44,355 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,356 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,356 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,357 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,360 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:44,360 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 11:16:44,361 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 11:16:44,362 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 11:16:44,362 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 11:16:44,363 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-07 11:16:44,363 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-07 11:16:44,364 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:16:44,364 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:16:44,365 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:16:44,365 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:16:44,366 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 11:16:44,366 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 11:16:44,367 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 11:16:44,367 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 11:16:44,368 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 11:16:44,368 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 11:16:44,369 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-07 11:16:44,369 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-07 11:16:44,370 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 11:16:44,370 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 11:16:44,371 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-07 11:16:44,371 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-07 11:16:44,381 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,382 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,382 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,383 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,387 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:16:44,388 [DEBUG] embed_tuning: chunk: [('h1', 'Hyper-automate your document flows\n'), ('h4', 'Let AI process your documents with efficiency and care\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'The number of documents and paperwork in your company keeps increasing\n'), ('h3', 'Processing documents still requires a lot of manual interventions\n'), ('h3', 'It’s difficult to gain relevant insights due to inefficient document flows\n'), ('h2', 'A framework to hyper-automate your document flows\n'), ('p', 'When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.\n')] 2024-06-07 11:16:44,388 [DEBUG] embed_tuning: chunk_content: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. 2024-06-07 11:16:44,389 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Vision & Foundation\n'), ('h4', 'Creation & Integration\n'), ('h4', 'Growth & Partnership\n'), ('h4', 'Vision & Foundation\n'), ('p', 'Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact.\n')] 2024-06-07 11:16:44,389 [DEBUG] embed_tuning: chunk_content: Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. 2024-06-07 11:16:44,390 [DEBUG] embed_tuning: chunk: [('h4', 'Creation & Integration\n'), ('p', 'In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution.\n')] 2024-06-07 11:16:44,390 [DEBUG] embed_tuning: chunk_content: Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. 2024-06-07 11:16:44,390 [DEBUG] embed_tuning: chunk: [('h4', 'Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows.\n')] 2024-06-07 11:16:44,391 [DEBUG] embed_tuning: chunk_content: Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. 2024-06-07 11:16:44,392 [DEBUG] embed_tuning: chunk: [('h3', 'DiscoverySession\n'), ('h3', 'Kickstarter\n'), ('h3', 'SolutionRoadmap\n'), ('p', "We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation.\n")] 2024-06-07 11:16:44,392 [DEBUG] embed_tuning: chunk_content: DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. 2024-06-07 11:16:44,392 [DEBUG] embed_tuning: chunk: [('h3', 'AgileDevelopment\n'), ('p', 'Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment.\n')] 2024-06-07 11:16:44,393 [DEBUG] embed_tuning: chunk_content: AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. 2024-06-07 11:16:44,393 [DEBUG] embed_tuning: chunk: [('h3', 'OperationalSupport\n'), ('p', 'We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey.\n')] 2024-06-07 11:16:44,394 [DEBUG] embed_tuning: chunk_content: OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. 2024-06-07 11:16:44,394 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,395 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,395 [DEBUG] embed_tuning: chunk: [('h3', 'Empowered employees\n'), ('h3', 'Increased retention\n'), ('h3', 'Streamlined efficiency\n'), ('h3', 'Data-driven decision making\n'), ('h3', 'Seamless integration\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:16:44,396 [DEBUG] embed_tuning: chunk_content: Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:16:44,396 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', 'The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx.\n'), ('p', '\n')] 2024-06-07 11:16:44,396 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. 2024-06-07 11:16:44,397 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Intelligent use of AI\n'), ('h3', 'Just enough change\n'), ('h3', 'More than just technology\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,397 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts 2024-06-07 11:16:44,398 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help\n'), ('h3', '\n')] 2024-06-07 11:16:44,398 [DEBUG] embed_tuning: chunk_content: Here to help 2024-06-07 11:16:44,399 [DEBUG] embed_tuning: Remaining Chunk: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts Here to help 2024-06-07 11:16:44,399 [DEBUG] embed_tuning: Remaining Length: 2946 2024-06-07 11:16:44,442 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,443 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,443 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,444 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,448 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:44,449 [DEBUG] embed_tuning: chunk: [('h1', 'Think, Build & Run your digital solution\n'), ('h4', 'Crafting digital solutions that truly matter\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into concrete digital solutions is difficult\n'), ('h3', 'You lack expertise to deliver digital solutions\n'), ('h3', 'IT is a bottleneck for business initiatives\n'), ('h2', 'A methodology to think, build& run your digital solution\n'), ('p', 'Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget.\n')] 2024-06-07 11:16:44,449 [DEBUG] embed_tuning: chunk_content: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. 2024-06-07 11:16:44,449 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Getting the foundation right\n'), ('h4', 'Build: Sprint-based agile development\n'), ('h4', 'Run: Growth & Partnership\n'), ('h4', 'Think: Getting the foundation right\n'), ('p', 'We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution.\n')] 2024-06-07 11:16:44,450 [DEBUG] embed_tuning: chunk_content: Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. 2024-06-07 11:16:44,450 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Sprint-based agile development\n'), ('p', 'We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations.\n')] 2024-06-07 11:16:44,451 [DEBUG] embed_tuning: chunk_content: Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. 2024-06-07 11:16:44,451 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions.\n')] 2024-06-07 11:16:44,452 [DEBUG] embed_tuning: chunk_content: Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. 2024-06-07 11:16:44,452 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Approach\n'), ('h3', 'Built to last\n'), ('h3', 'Test Automation\n'), ('p', 'From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released.\n')] 2024-06-07 11:16:44,452 [DEBUG] embed_tuning: chunk_content: Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. 2024-06-07 11:16:44,453 [DEBUG] embed_tuning: chunk: [('h3', 'User Centricity\n'), ('p', 'Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value!\n')] 2024-06-07 11:16:44,453 [DEBUG] embed_tuning: chunk_content: User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! 2024-06-07 11:16:44,454 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,454 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,455 [DEBUG] embed_tuning: chunk: [('h3', 'Peace of mind\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:16:44,455 [DEBUG] embed_tuning: chunk_content: Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:16:44,455 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', "We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%.\n"), ('p', '\n')] 2024-06-07 11:16:44,456 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. 2024-06-07 11:16:44,456 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:16:44,457 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Digital strategy translation\n'), ('h3', 'One-stop shop\n'), ('h3', 'Customer centricity\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,457 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts 2024-06-07 11:16:44,458 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,458 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,458 [DEBUG] embed_tuning: Remaining Chunk: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts Here to help! 2024-06-07 11:16:44,459 [DEBUG] embed_tuning: Remaining Length: 387 2024-06-07 11:16:44,625 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,625 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,626 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,626 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:16:44,631 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 11:16:44,631 [DEBUG] embed_tuning: chunk: [('h1', 'An operating model for the next normal: Lessons from agile organizations in the crisis\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 11:16:44,631 [DEBUG] embed_tuning: chunk_content: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:16:44,632 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 11:16:44,632 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:16:44,633 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 11:16:44,634 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 11:16:44,634 [DEBUG] embed_tuning: Adding chunk to actual_chunks: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:16:44,635 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 11:16:44,635 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:16:44,636 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 11:16:44,636 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:16:44,637 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:16:44,637 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 11:16:44,638 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:16:44,638 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:16:44,639 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 11:16:44,639 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 11:16:44,640 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:16:44,640 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Revisiting agile teams after an abrupt shift to remote\n'), ('h6', 'To weather a crisis, build a network of teams\n'), ('h6', 'Agility to action: Operationalizing a value-driven agile blueprint\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 11:16:44,641 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:16:44,641 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 11:16:44,642 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:16:44,642 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:16:44,643 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 11:16:44,643 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 11:16:44,644 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:16:44,644 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 11:16:44,645 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:16:44,646 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 11:16:44,646 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:16:44,647 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:16:44,647 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 11:16:44,648 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:16:44,648 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:16:44,649 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 11:16:44,650 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 11:16:44,650 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:16:44,651 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:16:44,651 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:16:44,651 [DEBUG] embed_tuning: Remaining Chunk: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us 2024-06-07 11:16:44,652 [DEBUG] embed_tuning: Remaining Length: 665 2024-06-07 11:16:44,725 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,726 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,726 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,727 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,731 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:16:44,732 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline & secure your software delivery process\n'), ('h4', 'Improve your software delivery performance\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT-department is slowing down business initiatives\n'), ('h3', "You can't adapt quickly because IT is too complex\n"), ('h3', 'Your software release process is inflexible\n'), ('h2', 'A methodology to streamline & secure your software delivery process\n'), ('p', 'By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery.\n')] 2024-06-07 11:16:44,732 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. 2024-06-07 11:16:44,733 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Assessment\n'), ('h4', 'Pilot\n'), ('h4', 'Implementation\n'), ('h4', 'Assessment\n'), ('p', "We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process.\n")] 2024-06-07 11:16:44,734 [DEBUG] embed_tuning: chunk_content: Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. 2024-06-07 11:16:44,734 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,734 [DEBUG] embed_tuning: chunk: [('h4', 'Pilot\n'), ('p', 'Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation\n')] 2024-06-07 11:16:44,734 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,735 [DEBUG] embed_tuning: chunk_content: Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation 2024-06-07 11:16:44,735 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,736 [DEBUG] embed_tuning: chunk: [('h4', 'Implementation\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process.\n')] 2024-06-07 11:16:44,736 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,736 [DEBUG] embed_tuning: chunk_content: Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. 2024-06-07 11:16:44,737 [DEBUG] embed_tuning: chunk: [('h3', 'DORA Framework Assessment\n'), ('p', 'We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities.\n')] 2024-06-07 11:16:44,737 [DEBUG] embed_tuning: chunk_content: DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. 2024-06-07 11:16:44,738 [DEBUG] embed_tuning: chunk: [('h3', 'Developer Experience\n'), ('p', 'We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows.\n')] 2024-06-07 11:16:44,739 [DEBUG] embed_tuning: chunk_content: Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. 2024-06-07 11:16:44,739 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:44,739 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Model\n'), ('p', 'We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process.\n')] 2024-06-07 11:16:44,740 [DEBUG] embed_tuning: chunk: [('h1', 'Agile Is Trending: 3 Ways Agile Makes Work Better\n'), ('li', '- Share to Facebook'), ('li', '- Share to Twitter'), ('li', '- Share to Linkedin'), ('p', 'The future of work will demand speed, flexibility and engagement.\n'), ('p', 'Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets.\n'), ('p', 'A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs.\n'), ('p', 'Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce.\n')] 2024-06-07 11:16:44,740 [DEBUG] embed_tuning: chunk_content: Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. 2024-06-07 11:16:44,740 [DEBUG] embed_tuning: chunk_content: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. 2024-06-07 11:16:44,741 [DEBUG] embed_tuning: chunk: [('h3', 'Improvement Roadmap\n'), ('p', "We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead.\n")] 2024-06-07 11:16:44,741 [DEBUG] embed_tuning: chunk: [('h2', 'Why Agile, Why Now\n'), ('h3', 'Agile Drives Adaptability\n'), ('p', 'Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress.\n')] 2024-06-07 11:16:44,741 [DEBUG] embed_tuning: chunk_content: Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. 2024-06-07 11:16:44,742 [DEBUG] embed_tuning: chunk_content: Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. 2024-06-07 11:16:44,742 [DEBUG] embed_tuning: chunk: [('h3', 'Progress metrics\n'), ('p', 'As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made.\n')] 2024-06-07 11:16:44,742 [DEBUG] embed_tuning: chunk: [('h3', 'Best Travel Insurance Companies\n'), ('h3', 'Best Covid-19 Travel Insurance Plans\n'), ('p', 'The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities.\n'), ('p', 'Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice.\n')] 2024-06-07 11:16:44,742 [DEBUG] embed_tuning: chunk_content: Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. 2024-06-07 11:16:44,743 [DEBUG] embed_tuning: chunk_content: Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 11:16:44,743 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,743 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Speed and Results\n'), ('p', 'Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong.\n'), ('p', 'The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have:\n'), ('p', '\n'), ('li', '- Accelerated software delivery (64% of companies)'), ('li', '- Increased team productivity (60%)'), ('li', '- Enhanced predictability of delivery (51%)'), ('li', '- Enhanced software quality (45%)'), ('li', '- Increased process discipline (45%)'), ('p', '\n'), ('p', 'The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts.\n'), ('p', 'Agile work can engage and inspire people\n')] 2024-06-07 11:16:44,743 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,744 [DEBUG] embed_tuning: chunk_content: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people 2024-06-07 11:16:44,744 [DEBUG] embed_tuning: chunk: [('h3', 'Faster time to market\n'), ('h3', 'Improved business & IT alignment\n'), ('h3', 'Better customer experience\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Expertisein depth& breadth\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,745 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 11:16:44,745 [DEBUG] embed_tuning: chunk_content: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts 2024-06-07 11:16:44,745 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,745 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Engagement\n'), ('p', 'Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well.\n'), ('p', 'When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working.\n'), ('p', 'In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility.\n'), ('p', 'Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed.\n')] 2024-06-07 11:16:44,746 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,746 [DEBUG] embed_tuning: chunk_content: Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 11:16:44,747 [DEBUG] embed_tuning: chunk: [('h2', 'Using Agile\n'), ('p', 'Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain.\n'), ('p', 'The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%).\n'), ('p', 'You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself.\n')] 2024-06-07 11:16:44,747 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,747 [DEBUG] embed_tuning: chunk_content: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. 2024-06-07 11:16:44,748 [DEBUG] embed_tuning: Remaining Chunk: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts Here to help! 2024-06-07 11:16:44,748 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 11:16:44,748 [DEBUG] embed_tuning: Remaining Length: 259 2024-06-07 11:16:44,749 [DEBUG] embed_tuning: chunk: [('h2', 'In Sum\n'), ('p', 'Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile.\n'), ('p', 'Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people.\n'), ('p', '\n'), ('li', '- Editorial Standards'), ('li', '- Print'), ('li', '- Reprints & Permissions')] 2024-06-07 11:16:44,749 [DEBUG] embed_tuning: chunk_content: In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 11:16:44,750 [DEBUG] embed_tuning: Remaining Chunk: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 11:16:44,751 [DEBUG] embed_tuning: Remaining Length: 1428 2024-06-07 11:16:44,774 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,775 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,775 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,776 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,780 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:44,780 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 11:16:44,781 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 11:16:44,781 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 11:16:44,782 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 11:16:44,782 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-07 11:16:44,783 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-07 11:16:44,783 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 11:16:44,783 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 11:16:44,784 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:16:44,784 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:16:44,785 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 11:16:44,785 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 11:16:44,786 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 11:16:44,786 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 11:16:44,787 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 11:16:44,787 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 11:16:44,787 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-07 11:16:44,788 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-07 11:16:44,788 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:16:44,789 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:16:44,789 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-07 11:16:44,790 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-07 11:16:44,795 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,795 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,796 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,796 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,801 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:44,801 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 11:16:44,802 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 11:16:44,802 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 11:16:44,803 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 11:16:44,803 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-07 11:16:44,804 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-07 11:16:44,804 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 11:16:44,805 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 11:16:44,805 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:16:44,806 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:16:44,806 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 11:16:44,807 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 11:16:44,807 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 11:16:44,808 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 11:16:44,809 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 11:16:44,809 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 11:16:44,810 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-07 11:16:44,810 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-07 11:16:44,811 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:16:44,811 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:16:44,812 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-07 11:16:44,813 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-07 11:16:44,832 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,833 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,833 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,834 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:16:44,838 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:44,839 [DEBUG] embed_tuning: chunk: [('h1', 'The new digital edge: Rethinking strategy for the postpandemic era\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 11:16:44,839 [DEBUG] embed_tuning: chunk_content: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:16:44,840 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 11:16:44,840 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:16:44,841 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 11:16:44,841 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,841 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:16:44,842 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,842 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:16:44,842 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,842 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:16:44,842 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,843 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:16:44,843 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'How COVID-19 has pushed companies over the technology tipping pointâ\x80\x94and transformed business forever\n'), ('h6', 'Strategic resilience during the COVID-19 crisis\n'), ('h6', 'How to become ‘tech forward’: A technology-transformation approach that works\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 11:16:44,844 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:16:44,844 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 11:16:44,845 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:16:44,845 [DEBUG] embed_tuning: Adding chunk to actual_chunks: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:16:44,846 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 11:16:44,846 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:16:44,847 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:16:44,847 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:16:44,847 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 11:16:44,848 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:16:44,848 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-07 11:16:44,849 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:16:44,849 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-07 11:16:44,849 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:16:44,849 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 11:16:44,850 [DEBUG] embed_tuning: Remaining Chunk: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us 2024-06-07 11:16:44,850 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 11:16:44,850 [DEBUG] embed_tuning: Remaining Length: 383 2024-06-07 11:16:44,850 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 11:16:44,851 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 11:16:44,851 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-07 11:16:44,852 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-07 11:16:44,852 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-07 11:16:44,853 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-07 11:16:44,853 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-07 11:16:44,854 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-07 11:16:44,854 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:16:44,855 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:16:44,855 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:16:44,856 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:16:44,856 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:16:44,857 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:16:44,857 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:16:44,858 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-07 11:16:44,858 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-07 11:16:44,859 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,859 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,860 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:16:44,860 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-07 11:16:44,860 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,861 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-07 11:16:44,861 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,862 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,862 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-07 11:16:44,863 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-07 11:16:44,952 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,953 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,953 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,954 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,954 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:44,955 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:44,955 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:44,956 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:44,959 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 11:16:44,959 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-07 11:16:44,960 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-07 11:16:44,960 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 11:16:44,960 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 11:16:44,961 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 11:16:44,961 [DEBUG] embed_tuning: Nr of potential chunks: 19 2024-06-07 11:16:44,961 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 11:16:44,962 [DEBUG] embed_tuning: chunk: [('h1', 'Create a seamless customer experience\n'), ('h4', 'Optimised customerexperiences for better results\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Lack of insights in the customer journey\n'), ('h3', 'It’s hard to translate insights into CX-actions\n'), ('h3', "It's unclear what the impact on your organisation will be\n"), ('h2', 'A framework to create aseamless customer experience\n'), ('p', 'Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline.\n'), ('p', 'However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website.\n')] 2024-06-07 11:16:44,962 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 11:16:44,962 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. 2024-06-07 11:16:44,962 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 11:16:44,963 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Create insights\n'), ('h4', 'Ideate & validate\n'), ('h4', 'Prepare the change\n'), ('h4', 'Make it happen\n'), ('h4', 'Create insights\n'), ('p', 'In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and\xa0recommendations for improved customer-centricity.\n')] 2024-06-07 11:16:44,963 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 11:16:44,963 [DEBUG] embed_tuning: chunk_content: Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. 2024-06-07 11:16:44,963 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & validate\n'), ('p', 'To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value.\n')] 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk_content: Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk: [('h4', 'Prepare the change\n'), ('p', 'We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change.\n')] 2024-06-07 11:16:44,964 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-07 11:16:44,965 [DEBUG] embed_tuning: chunk_content: Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. 2024-06-07 11:16:44,965 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-07 11:16:44,965 [DEBUG] embed_tuning: chunk: [('h4', 'Make it happen\n'), ('p', 'The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications.\n')] 2024-06-07 11:16:44,965 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-07 11:16:44,966 [DEBUG] embed_tuning: chunk_content: Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. 2024-06-07 11:16:44,966 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-07 11:16:44,966 [DEBUG] embed_tuning: chunk: [('h1', 'Download our whitepaperA CX-friendly government organisation: mission impossible?\n'), ('p', 'Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.\n')] 2024-06-07 11:16:44,966 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 11:16:44,967 [DEBUG] embed_tuning: chunk_content: Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. 2024-06-07 11:16:44,967 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 11:16:44,967 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help\xa0 you take steps in creating a seamless customer experience together.\n'), ('p', '\n')] 2024-06-07 11:16:44,967 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 11:16:44,968 [DEBUG] embed_tuning: chunk_content: How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. 2024-06-07 11:16:44,968 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:16:44,968 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Data Analysis\n'), ('p', 'We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.\n'), ('p', '\n')] 2024-06-07 11:16:44,968 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 11:16:44,968 [DEBUG] embed_tuning: chunk_content: Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-07 11:16:44,969 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 11:16:44,969 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Report\n'), ('h3', 'Customer Journey Mapping\n'), ('p', 'Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions.\n')] 2024-06-07 11:16:44,969 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:16:44,969 [DEBUG] embed_tuning: chunk_content: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. 2024-06-07 11:16:44,969 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 11:16:44,970 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-07 11:16:44,970 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 11:16:44,970 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops\n'), ('p', 'We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.\n')] 2024-06-07 11:16:44,970 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 11:16:44,971 [DEBUG] embed_tuning: chunk_content: Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. 2024-06-07 11:16:44,971 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 11:16:44,971 [DEBUG] embed_tuning: chunk: [('h3', 'Prototyping\n'), ('p', 'We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype.\n')] 2024-06-07 11:16:44,971 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,972 [DEBUG] embed_tuning: chunk_content: Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. 2024-06-07 11:16:44,972 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,972 [DEBUG] embed_tuning: chunk: [('h3', 'Blueprints & Roadmaps\n'), ('p', 'AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience.\n')] 2024-06-07 11:16:44,972 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 11:16:44,973 [DEBUG] embed_tuning: chunk_content: Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. 2024-06-07 11:16:44,973 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 11:16:44,973 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:44,973 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 11:16:44,974 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:44,974 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 11:16:44,974 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Improved customer satisfaction\n'), ('h3', 'Happier and more engaged employees\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:16:44,974 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 11:16:44,974 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:16:44,975 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 11:16:44,975 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case VDAB\n'), ('p', "VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction.\n"), ('p', '\n')] 2024-06-07 11:16:44,975 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 11:16:44,975 [DEBUG] embed_tuning: chunk_content: Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. 2024-06-07 11:16:44,976 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 11:16:44,976 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:16:44,976 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,976 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? 2024-06-07 11:16:44,976 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-07 11:16:44,977 [DEBUG] embed_tuning: chunk: [('h3', 'End-to-end\n'), ('p', 'AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.\n'), ('p', '\n')] 2024-06-07 11:16:44,977 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,977 [DEBUG] embed_tuning: chunk_content: End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. 2024-06-07 11:16:44,977 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,978 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer & employee experience\n'), ('h3', 'Depth & breadth\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:44,978 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-07 11:16:44,978 [DEBUG] embed_tuning: chunk_content: Improved customer & employee experience Depth & breadth Get in touch with our experts 2024-06-07 11:16:44,978 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-07 11:16:44,979 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:44,979 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:44,979 [DEBUG] embed_tuning: Remaining Chunk: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. Why AE? What makes us different? End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. Improved customer & employee experience Depth & breadth Get in touch with our experts Here to help! 2024-06-07 11:16:44,980 [DEBUG] embed_tuning: Remaining Length: 2058 2024-06-07 11:16:45,066 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,066 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,067 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,067 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,067 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,067 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,068 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,068 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,071 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:16:45,071 [DEBUG] embed_tuning: chunk: [('h1', 'Ideate & explore new opportunities\n'), ('h4', 'Turning inspiration into a strategic headstart\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You get lost in the hype around new technologies\n'), ('h3', 'You don’t know which ideas can offer real ROI\n'), ('h3', "It's difficult to turn new ideas into concrete actions\n"), ('h2', 'A methodology to ideate& explore new opportunities\n'), ('p', 'Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world.\n')] 2024-06-07 11:16:45,072 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. 2024-06-07 11:16:45,072 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspire\n'), ('h4', 'Ideate & vote\n'), ('h4', 'Build & explore\n'), ('h4', 'Inspire\n'), ('p', 'We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.\n')] 2024-06-07 11:16:45,073 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:16:45,073 [DEBUG] embed_tuning: chunk_content: Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. 2024-06-07 11:16:45,073 [DEBUG] embed_tuning: chunk: [('h1', 'Assess & improve your digital maturity\n'), ('h4', 'Enable your digital transformation\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You got stuck in your transformation and need a fresh view\n'), ('h3', 'You don’t know what digital capabilities to prioritise on\n'), ('h3', 'You need a better view on required digital investments\n'), ('h2', 'A framework to assess& improve your digital maturity\n'), ('p', 'Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.\n')] 2024-06-07 11:16:45,073 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & vote\n'), ('p', 'Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury.\n')] 2024-06-07 11:16:45,074 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. 2024-06-07 11:16:45,074 [DEBUG] embed_tuning: chunk_content: Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. 2024-06-07 11:16:45,074 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Project intake\n'), ('h4', 'Evaluate your current state\n'), ('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h4', 'Project intake\n'), ('p', 'During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project.\n')] 2024-06-07 11:16:45,074 [DEBUG] embed_tuning: chunk: [('h4', 'Build & explore\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration.\n')] 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk_content: Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk_content: Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk: [('h4', 'Evaluate your current state\n'), ('p', 'In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge.\n')] 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Session\n'), ('h3', 'Round Tables\n'), ('h3', 'Workshops\n'), ('h3', 'Proof of Concept\n'), ('h3', 'Prototyping\n'), ('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk_content: Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. 2024-06-07 11:16:45,075 [DEBUG] embed_tuning: chunk_content: Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:45,076 [DEBUG] embed_tuning: chunk: [('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity.\n')] 2024-06-07 11:16:45,076 [DEBUG] embed_tuning: chunk: [('h3', 'A look beyond the hype\n'), ('h3', 'New business opportunities\n'), ('h3', 'Competitive advantages\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'A flexible formula and clear pricing\n'), ('h3', 'Change management embedded\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:45,076 [DEBUG] embed_tuning: chunk_content: Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. 2024-06-07 11:16:45,076 [DEBUG] embed_tuning: chunk_content: A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts 2024-06-07 11:16:45,077 [DEBUG] embed_tuning: chunk: [('h3', 'Capability Framework & Capability-Based Planning\n'), ('p', 'Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change.\n')] 2024-06-07 11:16:45,077 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:45,077 [DEBUG] embed_tuning: chunk_content: Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. 2024-06-07 11:16:45,077 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:45,078 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops & Interviews\n'), ('h3', 'Maturity Assessment\n'), ('p', 'In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information.\n')] 2024-06-07 11:16:45,078 [DEBUG] embed_tuning: Remaining Chunk: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts Here to help! 2024-06-07 11:16:45,078 [DEBUG] embed_tuning: chunk_content: Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. 2024-06-07 11:16:45,078 [DEBUG] embed_tuning: Remaining Length: 1963 2024-06-07 11:16:45,079 [DEBUG] embed_tuning: chunk: [('h3', 'SWOT-Analysis\n'), ('p', 'The \xa0SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats.\n')] 2024-06-07 11:16:45,079 [DEBUG] embed_tuning: chunk_content: SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. 2024-06-07 11:16:45,080 [DEBUG] embed_tuning: chunk: [('h3', 'Budget Estimation Framework\n'), ('p', 'In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations.\n')] 2024-06-07 11:16:45,080 [DEBUG] embed_tuning: chunk_content: Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. 2024-06-07 11:16:45,080 [DEBUG] embed_tuning: chunk: [('h3', 'Change Management Techniques\n'), ('p', 'We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes.\n')] 2024-06-07 11:16:45,081 [DEBUG] embed_tuning: chunk_content: Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 11:16:45,081 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:45,082 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:45,082 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 11:16:45,083 [DEBUG] embed_tuning: chunk: [('h3', 'Better Business & IT alignment\n'), ('h3', 'Objective and transparent decision making\n'), ('h3', 'Modernised IT Architecture\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our expert\n'), ('p', '\n')] 2024-06-07 11:16:45,083 [DEBUG] embed_tuning: chunk_content: Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert 2024-06-07 11:16:45,084 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:45,084 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:45,084 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert Here to help! 2024-06-07 11:16:45,085 [DEBUG] embed_tuning: Remaining Length: 429 2024-06-07 11:16:45,175 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,176 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,177 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,177 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,181 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:45,182 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 11:16:45,182 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 11:16:45,183 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 11:16:45,184 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 11:16:45,184 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-07 11:16:45,184 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-07 11:16:45,185 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-07 11:16:45,185 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:16:45,186 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-07 11:16:45,187 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-07 11:16:45,187 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-07 11:16:45,187 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-07 11:16:45,188 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 11:16:45,188 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 11:16:45,189 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 11:16:45,189 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 11:16:45,190 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 11:16:45,190 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 11:16:45,191 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-07 11:16:45,191 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-07 11:16:45,192 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 11:16:45,192 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 11:16:45,193 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-07 11:16:45,193 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-07 11:16:45,210 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,210 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,211 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,211 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,216 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 11:16:45,216 [DEBUG] embed_tuning: chunk: [('h1', 'Re-architect your enterprise landscape\n'), ('h4', 'Future-proofing your business today\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT environment no longer matches your business requirements\n'), ('h3', 'IT solutions are outdated or no longer supported\n'), ('h3', 'After a M&A, the integration of your enterprise landscape is essential\n'), ('h2', 'A methodology to re-architect your enterprise landscape\n'), ('p', 'To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals.\n')] 2024-06-07 11:16:45,217 [DEBUG] embed_tuning: chunk_content: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. 2024-06-07 11:16:45,217 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Defining the change areas\n'), ('h4', 'Elaborate your future state\n'), ('h4', 'Determine an actionable roadmap\n'), ('h4', 'Defining the change areas\n'), ('p', 'We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes.\n')] 2024-06-07 11:16:45,218 [DEBUG] embed_tuning: chunk_content: Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. 2024-06-07 11:16:45,218 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate your future state\n'), ('p', 'In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state.\n')] 2024-06-07 11:16:45,218 [DEBUG] embed_tuning: chunk_content: Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. 2024-06-07 11:16:45,219 [DEBUG] embed_tuning: chunk: [('h4', 'Determine an actionable roadmap\n'), ('p', 'In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state.\n')] 2024-06-07 11:16:45,219 [DEBUG] embed_tuning: chunk_content: Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. 2024-06-07 11:16:45,220 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape.\n')] 2024-06-07 11:16:45,220 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. 2024-06-07 11:16:45,220 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Capability Map\n'), ('p', 'With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment.\n')] 2024-06-07 11:16:45,221 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. 2024-06-07 11:16:45,221 [DEBUG] embed_tuning: chunk: [('h3', 'Reference IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:16:45,222 [DEBUG] embed_tuning: chunk_content: Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:16:45,222 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:16:45,223 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:16:45,223 [DEBUG] embed_tuning: chunk: [('h3', 'Implementation Roadmap\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:16:45,224 [DEBUG] embed_tuning: chunk_content: Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:16:45,224 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:45,225 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:45,225 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Always business-first\n'), ('p', 'Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire.\n')] 2024-06-07 11:16:45,225 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. 2024-06-07 11:16:45,226 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:45,226 [DEBUG] embed_tuning: chunk: [('h3', 'More than just technology\n'), ('p', 'Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:16:45,227 [DEBUG] embed_tuning: chunk_content: More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:16:45,227 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out.\n')] 2024-06-07 11:16:45,228 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. 2024-06-07 11:16:45,228 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:45,229 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-07 11:16:45,229 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:45,230 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:45,230 [DEBUG] embed_tuning: Remaining Chunk: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. Get in touch with our experts Here to help! 2024-06-07 11:16:45,231 [DEBUG] embed_tuning: Remaining Length: 883 2024-06-07 11:16:45,261 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,262 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,262 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,263 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,266 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:16:45,267 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 11:16:45,267 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 11:16:45,268 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 11:16:45,268 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 11:16:45,269 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-07 11:16:45,269 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-07 11:16:45,270 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-07 11:16:45,270 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:16:45,271 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-07 11:16:45,271 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-07 11:16:45,272 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-07 11:16:45,272 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-07 11:16:45,273 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 11:16:45,273 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 11:16:45,274 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 11:16:45,275 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 11:16:45,275 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 11:16:45,276 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 11:16:45,276 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-07 11:16:45,277 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-07 11:16:45,277 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 11:16:45,278 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 11:16:45,278 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-07 11:16:45,279 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-07 11:16:45,323 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,323 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,324 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,325 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,329 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 11:16:45,330 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-07 11:16:45,330 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-07 11:16:45,331 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 11:16:45,331 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 11:16:45,332 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 11:16:45,332 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 11:16:45,333 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-07 11:16:45,333 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-07 11:16:45,333 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-07 11:16:45,334 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-07 11:16:45,334 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-07 11:16:45,335 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-07 11:16:45,335 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:16:45,336 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:16:45,336 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:16:45,336 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:16:45,337 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:16:45,337 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:16:45,338 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:16:45,338 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-07 11:16:45,339 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-07 11:16:45,339 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:16:45,340 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:16:45,340 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:16:45,340 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-07 11:16:45,341 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:16:45,341 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-07 11:16:45,342 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:16:45,342 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:16:45,343 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-07 11:16:45,343 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-07 11:16:45,434 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,435 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,435 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,436 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,440 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:16:45,440 [DEBUG] embed_tuning: chunk: [('p', 'IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-07 11:16:45,441 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-07 11:16:45,441 [DEBUG] embed_tuning: chunk: [('h1', 'IT Delivery & Performance\n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\n')] 2024-06-07 11:16:45,442 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. 2024-06-07 11:16:45,443 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', 'Time to market\n'), ('h3', 'IT Architecture\n'), ('h3', 'Ensuring Quality\n'), ('h3', 'Talent shortage and skills gap\n'), ('p', '\n')] 2024-06-07 11:16:45,443 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap 2024-06-07 11:16:45,444 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-07 11:16:45,444 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:16:45,445 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:16:45,445 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:16:45,446 [DEBUG] embed_tuning: chunk: [('h3', 'Foster yourhuman capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:16:45,446 [DEBUG] embed_tuning: chunk_content: Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:16:45,447 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:16:45,447 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:16:45,447 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 11:16:45,448 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 11:16:45,448 [DEBUG] embed_tuning: chunk: [('h3', 'More than technology\n'), ('p', 'Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:16:45,449 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:16:45,449 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:16:45,450 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:16:45,451 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:16:45,451 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-07 11:16:45,452 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-07 11:16:45,452 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-07 11:16:45,453 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:16:45,485 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:16:45,485 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:16:45,486 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:16:45,486 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:16:45,487 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-07 11:16:45,488 [DEBUG] embed_tuning: Remaining Chunk: Want to optimize your IT delivery? 2024-06-07 11:16:45,489 [DEBUG] embed_tuning: Remaining Length: 36 2024-06-07 11:16:45,542 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,543 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,543 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,544 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,547 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:45,547 [DEBUG] embed_tuning: chunk: [('p', 'Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-07 11:16:45,548 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-07 11:16:45,548 [DEBUG] embed_tuning: chunk: [('h1', 'Cloud & Hybrid\n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-07 11:16:45,549 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-07 11:16:45,550 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', 'Retrofitting legacy apps to cloud-native platforms\n'), ('h3', 'Navigating cloud capabilities stalls improvement of operational processes\n'), ('h3', 'Seamlessly supporting business needs poses significant challenges\n'), ('p', '\n')] 2024-06-07 11:16:45,550 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges 2024-06-07 11:16:45,551 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:16:45,551 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:16:45,551 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:16:45,552 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:16:45,552 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 11:16:45,553 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 11:16:45,553 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 11:16:45,554 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 11:16:45,554 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:16:45,555 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:16:45,555 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. Upgrade your cloud journey! 2024-06-07 11:16:45,558 [DEBUG] embed_tuning: Remaining Length: 2377 2024-06-07 11:16:45,579 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,579 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,580 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,580 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,584 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:16:45,584 [DEBUG] embed_tuning: chunk: [('p', 'Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-07 11:16:45,585 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-07 11:16:45,585 [DEBUG] embed_tuning: chunk: [('h1', 'Cloud & Hybrid\n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-07 11:16:45,586 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-07 11:16:45,587 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', 'Retrofitting legacy apps to cloud-native platforms\n'), ('h3', 'Navigating cloud capabilities stalls improvement of operational processes\n'), ('h3', 'Seamlessly supporting business needs poses significant challenges\n'), ('p', '\n')] 2024-06-07 11:16:45,587 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges 2024-06-07 11:16:45,588 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:16:45,588 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:16:45,589 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:16:45,589 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:16:45,590 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 11:16:45,590 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 11:16:45,591 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 11:16:45,591 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 11:16:45,592 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:16:45,592 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:16:45,592 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:16:45,593 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-07 11:16:45,593 [DEBUG] embed_tuning: chunk: [('h3', 'Upgrade your cloud journey!\n'), ('h3', '\n')] 2024-06-07 11:16:45,594 [DEBUG] embed_tuning: chunk_content: Upgrade your cloud journey! 2024-06-07 11:16:45,594 [DEBUG] embed_tuning: Remaining Chunk: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 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Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:45,680 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:45,680 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:45,681 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:45,681 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:45,681 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:45,682 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:45,682 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:45,683 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:45,683 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:45,684 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:45,684 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:45,685 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:45,685 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,686 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:45,686 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:45,687 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,687 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:16:45,706 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,706 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,707 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,707 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,710 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:45,711 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:16:45,711 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:16:45,712 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:45,712 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:45,713 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:45,713 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:45,713 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:45,714 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:45,714 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:45,715 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:45,715 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:45,715 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:45,716 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:45,716 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:45,717 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:45,717 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,718 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:45,718 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:45,719 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,719 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:16:45,936 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:45,937 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:45,937 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:45,937 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:45,940 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:45,941 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:16:45,941 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:16:45,942 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:45,942 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:45,943 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:45,943 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:45,944 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:45,944 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:45,944 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:45,945 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:45,945 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:45,946 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:45,946 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:45,947 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:45,947 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:45,948 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,948 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:45,948 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:45,949 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:45,949 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:16:46,020 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:46,020 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:46,021 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:46,021 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:46,024 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:46,025 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:16:46,025 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:16:46,025 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:46,026 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:46,026 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:46,027 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:46,027 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:46,028 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:46,028 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:46,029 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:46,029 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:46,030 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:46,030 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:46,031 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:46,031 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:46,032 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,032 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:46,033 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:46,033 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,034 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:16:46,076 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:46,077 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:46,077 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:46,078 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:46,081 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:46,081 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:16:46,082 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:16:46,082 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:46,083 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:46,083 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:46,084 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:46,084 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:46,084 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:46,085 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:46,085 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:46,086 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:46,086 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:46,086 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:46,087 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:46,087 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:46,088 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,089 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:46,089 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:46,090 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,090 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:16:46,125 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:16:46,126 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:16:46,126 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:16:46,127 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:16:46,130 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:16:46,130 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:16:46,131 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:16:46,131 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:16:46,132 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:16:46,132 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:16:46,133 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:16:46,133 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:16:46,134 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:16:46,134 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:16:46,135 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:16:46,135 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:16:46,136 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:16:46,136 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:16:46,137 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:16:46,137 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:16:46,138 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,138 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:16:46,139 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:16:46,139 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:16:46,140 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:20:07,630 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:20:07,631 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:20:07,631 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:20:07,632 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:20:07,637 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:20:07,637 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:20:07,638 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:20:07,638 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:20:07,639 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:20:07,639 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:20:07,640 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:20:07,640 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:20:07,641 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:20:07,641 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:20:07,642 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:20:07,642 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:20:07,643 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:20:07,643 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:20:07,644 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:20:07,644 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:20:07,645 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:20:07,645 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:20:07,645 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:20:07,646 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:20:07,646 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:20:07,647 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:20:07,648 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:20:07,649 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:20:07,649 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:20:07,649 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:39:50,988 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:39:50,988 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:39:50,989 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:39:50,989 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:39:50,994 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:39:50,994 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:39:50,995 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:39:50,995 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:39:50,996 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:39:50,996 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:39:50,997 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:39:50,997 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:39:50,997 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:39:50,998 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:39:50,998 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:39:50,999 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:39:50,999 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:39:51,000 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:39:51,000 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:39:51,000 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:39:51,001 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:39:51,001 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:39:51,002 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:39:51,002 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:39:51,002 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:39:51,003 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:39:51,003 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:39:51,004 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:39:51,004 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:39:51,005 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:40:25,501 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:40:25,502 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:40:25,502 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:40:25,503 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:40:25,507 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:40:25,508 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:40:25,508 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:40:25,509 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:40:25,509 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:40:25,510 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:40:25,510 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:40:25,511 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:40:25,511 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:40:25,511 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:40:25,512 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:40:25,512 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:40:25,513 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:40:25,513 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:40:25,513 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:40:25,514 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:40:25,514 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:40:25,515 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:40:25,515 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:40:25,516 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:40:25,516 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:40:25,516 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:40:25,517 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:40:25,517 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:40:25,518 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:40:25,518 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:48:04,959 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:48:04,960 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:48:04,960 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:48:04,960 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:48:04,965 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:48:04,965 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:48:04,966 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:48:04,966 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:48:04,967 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:48:04,967 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:48:04,967 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:48:04,968 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:48:04,968 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:48:04,969 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:48:04,969 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:48:04,970 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:48:04,970 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:48:04,970 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:48:04,971 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:48:04,971 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:48:04,972 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:48:04,972 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:48:04,973 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:48:04,973 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:48:04,974 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:48:04,974 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:48:04,974 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:48:04,975 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:48:04,975 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:48:04,976 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:55:12,285 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:55:12,285 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:55:12,286 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:55:12,286 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:55:12,291 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:55:12,291 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:55:12,292 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:55:12,292 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:55:12,293 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:55:12,293 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:55:12,294 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:55:12,294 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:55:12,295 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:55:12,295 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:55:12,295 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:55:12,296 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:55:12,296 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:55:12,297 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:55:12,297 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:55:12,298 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:55:12,298 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:55:12,298 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:55:12,299 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:55:12,299 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:55:12,300 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:55:12,300 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:55:12,301 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:55:12,301 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:55:12,302 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:55:12,302 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:56:58,670 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:58,670 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:58,671 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:58,671 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:58,676 [DEBUG] embed_tuning: Nr of potential chunks: 6 2024-06-07 11:56:58,676 [DEBUG] embed_tuning: chunk: [('h1', 'Helping you\xa0thrive in a digital world\n'), ('p', 'We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.\n'), ('p', '\n')] 2024-06-07 11:56:58,677 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. 2024-06-07 11:56:58,677 [DEBUG] embed_tuning: chunk: [('h2', 'We blend ICT & business\n'), ('p', 'Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology.\n'), ('p', 'We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE\n')] 2024-06-07 11:56:58,678 [DEBUG] embed_tuning: chunk_content: We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE 2024-06-07 11:56:58,678 [DEBUG] embed_tuning: chunk: [('h2', 'In the spotlight\n'), ('p', 'A Great Place to Work, 14 times in a row\n'), ('p', "Events you don't want to miss\n"), ('p', 'Tune in to our Air Data Podcast for insights & inspiration\n')] 2024-06-07 11:56:58,678 [DEBUG] embed_tuning: chunk_content: In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration 2024-06-07 11:56:58,679 [DEBUG] embed_tuning: chunk: [('h2', 'Our Solutions\n'), ('h3', 'Data & AI\n'), ('h3', 'CIAM\n'), ('h3', 'Digital Talent & Organisation\n'), ('h3', 'Document Hyperautomation\n'), ('h3', 'Applications\n'), ('h3', 'Digital Strategy & Innovation\n'), ('h3', 'Business & IT Architecture\n'), ('h3', 'IT Delivery & Performance\n'), ('h3', 'Cloud & Hybrid\n'), ('p', 'SDWorx - SmartOCR solution\n'), ('p', 'Lecot - Data strategy\n'), ('p', 'Acerta - Digital assistant\n')] 2024-06-07 11:56:58,679 [DEBUG] embed_tuning: chunk_content: Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant 2024-06-07 11:56:58,680 [DEBUG] embed_tuning: chunk: [('h2', 'Customer Stories\n'), ('p', 'You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n')] 2024-06-07 11:56:58,680 [DEBUG] embed_tuning: chunk_content: Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:56:58,681 [DEBUG] embed_tuning: chunk: [('h2', 'Our Services\n'), ('p', 'Inspire\n'), ('p', 'Gain inspiration and ideas. Learn, grow, and break out of your comfort zone.\n'), ('p', 'IT Team Extension\n'), ('p', 'Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.\u200b\n'), ('p', 'Strategic Advice\n'), ('p', 'Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.\u200b\n'), ('p', 'Managed services\n'), ('p', 'Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.\u200b\n'), ('p', 'IT Consultancy\n'), ('p', 'Count on our skilled IT experts to ensure cost-effective and efficient project delivery.\u200b\n'), ('p', 'Application Development\n'), ('p', 'Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.\u200b\n')] 2024-06-07 11:56:58,681 [DEBUG] embed_tuning: chunk_content: Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 11:56:58,682 [DEBUG] embed_tuning: Remaining Chunk: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver. We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.Christoph Neut - CEO of AE In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant Customer Stories You don’t have to take our word for it. Dive into thegenuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 11:56:58,682 [DEBUG] embed_tuning: Remaining Length: 2056 2024-06-07 11:56:59,090 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,090 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,091 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,091 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,095 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:56:59,095 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 11:56:59,096 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 11:56:59,096 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 11:56:59,097 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 11:56:59,097 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-07 11:56:59,098 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-07 11:56:59,098 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 11:56:59,099 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 11:56:59,099 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 11:56:59,100 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 11:56:59,100 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:56:59,100 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-07 11:56:59,101 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 11:56:59,101 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 11:56:59,102 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-07 11:56:59,102 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-07 11:56:59,244 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,245 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,245 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,245 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,246 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,246 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,246 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,246 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,247 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,247 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,247 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,247 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,249 [DEBUG] embed_tuning: Nr of potential chunks: 5 2024-06-07 11:56:59,249 [DEBUG] embed_tuning: chunk: [('h1', 'Why AE?\n'), ('p', 'We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination.\n')] 2024-06-07 11:56:59,250 [DEBUG] embed_tuning: chunk_content: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. 2024-06-07 11:56:59,250 [DEBUG] embed_tuning: chunk: [('h2', 'Helping you thrive in a digital world\n'), ('p', 'Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology.\n')] 2024-06-07 11:56:59,250 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:56:59,250 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. 2024-06-07 11:56:59,250 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:56:59,251 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 11:56:59,251 [DEBUG] embed_tuning: chunk: [('h2', 'What makes us unique?\n'), ('h3', 'Small enough to care, big enough to deliver\n'), ('h3', 'We blend ICT and business\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'A broad offering with in-depth expertise\n'), ('h3', 'A strong belief in people\n'), ('h3', 'Satisfied & loyal customers\n'), ('h2', 'So where do we start?\n'), ('p', 'We believe that thriving in a digital world requires mastery and maturity in these specific domains.\n'), ('p', 'Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services.\n')] 2024-06-07 11:56:59,251 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 11:56:59,251 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 11:56:59,252 [DEBUG] embed_tuning: chunk_content: What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. 2024-06-07 11:56:59,252 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 11:56:59,252 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 11:56:59,252 [DEBUG] embed_tuning: chunk: [('h3', 'We value (our) people\n'), ('h3', '\n'), ('h3', 'We value (our) people\n'), ('h3', '\n'), ('p', 'Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers.\n'), ('p', "It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people.\n")] 2024-06-07 11:56:59,253 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 11:56:59,253 [DEBUG] embed_tuning: chunk: [('h1', 'Data & AI\n'), ('p', 'We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 11:56:59,253 [DEBUG] embed_tuning: chunk_content: We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. 2024-06-07 11:56:59,253 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 11:56:59,253 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-07 11:56:59,254 [DEBUG] embed_tuning: chunk: [('h1', 'Great Place To Work\n')] 2024-06-07 11:56:59,254 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', 'Leadership & Culture\n'), ('h3', 'Data Infrastructure and Technology\n'), ('h3', 'Operationalisation of ML and AI\n'), ('h3', 'Data Accessibility\n'), ('h3', 'Data Governance\n'), ('p', '\n')] 2024-06-07 11:56:59,254 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: chunk_content: Great Place To Work 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value ofyour data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: Remaining Chunk: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly?We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. We value (our) people We value (our) people Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work.However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake.We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. Great Place To Work 2024-06-07 11:56:59,255 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 11:56:59,256 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 11:56:59,256 [DEBUG] embed_tuning: Remaining Length: 1863 2024-06-07 11:56:59,256 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-07 11:56:59,257 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 11:56:59,257 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-07 11:56:59,257 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 11:56:59,258 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:56:59,258 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:56:59,258 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-07 11:56:59,259 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise 2024-06-07 11:56:59,259 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 11:56:59,260 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 11:56:59,260 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 11:56:59,260 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 11:56:59,260 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-07 11:56:59,261 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance Our Data & AI Solutions Unlock the value ofyour data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise Start your data journey today! 2024-06-07 11:56:59,261 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-07 11:56:59,262 [DEBUG] embed_tuning: Remaining Length: 1516 2024-06-07 11:56:59,560 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,561 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,561 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,562 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,566 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:56:59,567 [DEBUG] embed_tuning: chunk: [('h1', 'Unlock the value of your data\n'), ('h4', 'Gain a competitive advantage with data\n'), ('h2', 'Does this sound familiar?\n'), ('h3', "You're not getting valuable data insights to better run your business\n"), ('h3', 'You lack internal knowledge on data and AI\n'), ('h3', 'Your systems produce a lot of data but you only use a fraction\n'), ('h2', 'A methodology to unlock thevalue of your data\n'), ('p', 'Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration.\n')] 2024-06-07 11:56:59,567 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. 2024-06-07 11:56:59,567 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Explore\n'), ('h4', 'Apply\n'), ('h4', 'Align\n'), ('p', 'During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI.\n')] 2024-06-07 11:56:59,568 [DEBUG] embed_tuning: chunk_content: Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. 2024-06-07 11:56:59,568 [DEBUG] embed_tuning: chunk: [('h4', 'Explore\n'), ('p', 'We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not.\n')] 2024-06-07 11:56:59,569 [DEBUG] embed_tuning: chunk_content: Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. 2024-06-07 11:56:59,569 [DEBUG] embed_tuning: chunk: [('h4', 'Apply\n'), ('h2', 'Listen to the AE Air Data podcast\n'), ('p', 'Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then.\n')] 2024-06-07 11:56:59,570 [DEBUG] embed_tuning: chunk_content: Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. 2024-06-07 11:56:59,570 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data.\n')] 2024-06-07 11:56:59,571 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. 2024-06-07 11:56:59,571 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Data Assessment\n'), ('h3', 'Workshops& Ideation\n'), ('h3', 'Prototype\n'), ('p', 'We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations.\n')] 2024-06-07 11:56:59,572 [DEBUG] embed_tuning: chunk_content: Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. 2024-06-07 11:56:59,572 [DEBUG] embed_tuning: chunk: [('h3', 'Integration Design\n'), ('p', 'We design the complete process to fully integrate the prototype solution in day to day operations.\n')] 2024-06-07 11:56:59,573 [DEBUG] embed_tuning: chunk_content: Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. 2024-06-07 11:56:59,573 [DEBUG] embed_tuning: chunk: [('h3', 'Training& Coaching\n'), ('p', 'We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products.\n')] 2024-06-07 11:56:59,573 [DEBUG] embed_tuning: chunk_content: Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. 2024-06-07 11:56:59,574 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:56:59,574 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:56:59,575 [DEBUG] embed_tuning: chunk: [('h3', 'Improved business insights\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Innovation & agility\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than just technology\n'), ('h3', 'A true end-to-end partner\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:56:59,575 [DEBUG] embed_tuning: chunk_content: Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts 2024-06-07 11:56:59,576 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:56:59,576 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:56:59,577 [DEBUG] embed_tuning: Remaining Chunk: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock thevalue of your data Businesses that use data efficientlyincrease their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin unlocking the value of your data. Interviews& Data Assessment Workshops& Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. Training& Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts Here to help! 2024-06-07 11:56:59,577 [DEBUG] embed_tuning: Remaining Length: 2586 2024-06-07 11:56:59,784 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,784 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,785 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,785 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,788 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:56:59,789 [DEBUG] embed_tuning: chunk: [('h1', 'How Companies Benefit from Big Data\n'), ('p', 'Usage of Big Data Analytics in different regions and industries\n'), ('p', 'Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs.\n'), ('p', '“Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.”\n'), ('p', 'The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.”\n')] 2024-06-07 11:56:59,789 [DEBUG] embed_tuning: chunk_content: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” 2024-06-07 11:56:59,790 [DEBUG] embed_tuning: chunk: [('h2', 'Management is driving big data analytics\n'), ('p', 'Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%.\n'), ('p', 'On the whole, business departments are still very passive and much less likely to be the drivers behind this topic.\n')] 2024-06-07 11:56:59,790 [DEBUG] embed_tuning: chunk_content: Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. 2024-06-07 11:56:59,791 [DEBUG] embed_tuning: chunk: [('h2', 'Customer analytics is the most common project driver\n'), ('p', 'Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data.\n'), ('p', 'Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales.\n'), ('p', 'But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources.\n'), ('p', 'The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business.\n'), ('p', 'To get the most out of your projects look at ourrecommendations for big data initiatives.\n'), ('p', '\n')] 2024-06-07 11:56:59,791 [DEBUG] embed_tuning: chunk_content: Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. 2024-06-07 11:56:59,792 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases Report\n'), ('p', 'Getting real on data monetization\n')] 2024-06-07 11:56:59,792 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Report Getting real on data monetization 2024-06-07 11:56:59,792 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases\n'), ('h4', 'Share this\n'), ('h2', 'Related Posts\n'), ('li', '- Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023')] 2024-06-07 11:56:59,793 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023 2024-06-07 11:56:59,793 [DEBUG] embed_tuning: chunk: [('h4', 'Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?\n'), ('li', '- ESG Challenges, Tools and OutlookJuly 19th, 2023')] 2024-06-07 11:56:59,794 [DEBUG] embed_tuning: chunk_content: Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-07 11:56:59,794 [DEBUG] embed_tuning: chunk: [('h4', 'ESG Challenges, Tools and Outlook\n'), ('li', '- Modeling, Modernization and AutomationApril 27th, 2023')] 2024-06-07 11:56:59,795 [DEBUG] embed_tuning: chunk_content: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023 2024-06-07 11:56:59,795 [DEBUG] embed_tuning: Adding chunk to actual_chunks: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at ourrecommendations for big data initiatives. Big Data Use Cases Report Getting real on data monetization Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?August 22nd, 2023Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and OutlookJuly 19th, 2023 2024-06-07 11:56:59,795 [DEBUG] embed_tuning: chunk: [('h4', 'Modeling, Modernization and Automation\n'), ('li', '- How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023')] 2024-06-07 11:56:59,796 [DEBUG] embed_tuning: chunk_content: Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023 2024-06-07 11:56:59,796 [DEBUG] embed_tuning: chunk: [('h4', 'How To Liberalize Data Access To Empower Data Users\n'), ('li', '- Hype or Reality?January 30th, 2023')] 2024-06-07 11:56:59,797 [DEBUG] embed_tuning: chunk_content: How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023 2024-06-07 11:56:59,797 [DEBUG] embed_tuning: chunk: [('h4', 'Hype or Reality?\n'), ('li', '- Has the Data Warehouse Had Its Day?January 16th, 2023')] 2024-06-07 11:56:59,798 [DEBUG] embed_tuning: chunk_content: Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023 2024-06-07 11:56:59,798 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,798 [DEBUG] embed_tuning: chunk: [('h4', 'Has the Data Warehouse Had Its Day?\n'), ('h4', 'Categories\n'), ('h4', 'Stay up to date\n'), ('h4', 'Want to rate your BI and analytics software?\n'), ('h4', 'Become a client\n'), ('h4', 'Topic Tags\n'), ('h4', 'Topic Tags\n')] 2024-06-07 11:56:59,798 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,799 [DEBUG] embed_tuning: chunk_content: Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 11:56:59,799 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,799 [DEBUG] embed_tuning: Remaining Chunk: ESG Challenges, Tools and Outlook - Modeling, Modernization and AutomationApril 27th, 2023Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data UsersFebruary 24th, 2023How To Liberalize Data Access To Empower Data Users - Hype or Reality?January 30th, 2023Hype or Reality? - Has the Data Warehouse Had Its Day?January 16th, 2023Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 11:56:59,799 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,800 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,800 [DEBUG] embed_tuning: Remaining Length: 507 2024-06-07 11:56:59,800 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,800 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,801 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,803 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:56:59,803 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 11:56:59,804 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 11:56:59,804 [DEBUG] embed_tuning: chunk: [('h1', 'CIAM\n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 11:56:59,805 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 11:56:59,805 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', 'As a CxO\n'), ('h3', 'As a Marketing Manager\n'), ('h3', 'As a CIO or CTO\n'), ('h3', 'As a Security Officer\n'), ('p', '\n')] 2024-06-07 11:56:59,805 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer 2024-06-07 11:56:59,806 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:56:59,806 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution\n'), ('h3', '\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 11:56:59,806 [DEBUG] embed_tuning: chunk: [('h1', 'Lift your data platform\n'), ('h4', 'We enable yourdata products\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '90% of all unstructured data is dark data\n'), ('h3', '25% of decision makers say it takes months to get analytics help from IT\n'), ('h3', 'Data professionals only spend 14% of their time on analysis\n'), ('h2', 'Our vision on a modern data platform\n'), ('p', 'Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data.\n'), ('p', 'We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.\n')] 2024-06-07 11:56:59,806 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 11:56:59,807 [DEBUG] embed_tuning: chunk_content: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. 2024-06-07 11:56:59,807 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology,proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta.\n')] 2024-06-07 11:56:59,807 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:56:59,808 [DEBUG] embed_tuning: chunk_content: Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. 2024-06-07 11:56:59,808 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:56:59,808 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:56:59,809 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced time to data insights\n'), ('h3', 'Empowerment of your teams\n'), ('h3', 'Productise your data\n'), ('h3', 'Automate your work\n'), ('h2', 'Want to know what we can help you with?\n'), ('p', 'Read about our efforts to streamline the data strategy at building materials wholesaler Lecot.\n')] 2024-06-07 11:56:59,809 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support 2024-06-07 11:56:59,810 [DEBUG] embed_tuning: chunk_content: Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. 2024-06-07 11:56:59,810 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 11:56:59,810 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To help you move towards a modern data platform, we use a three-step approach.\n')] 2024-06-07 11:56:59,810 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 11:56:59,811 [DEBUG] embed_tuning: chunk_content: How we can help To help you move towards a modern data platform, we use a three-step approach. 2024-06-07 11:56:59,811 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer AE CIAM: our CIAM Solution Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered byMicrosoft Entra ID (formerly Azure AD)andOkta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology,proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology ofMicrosoft Entra ID (formerly Azure AD)andOkta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support Start your CIAM journey today! 2024-06-07 11:56:59,811 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('h4', 'Build: Realising the data platform & proving business value\n'), ('h4', 'Run: Making the platform a success\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('p', 'We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture.\n')] 2024-06-07 11:56:59,812 [DEBUG] embed_tuning: Remaining Length: 1623 2024-06-07 11:56:59,812 [DEBUG] embed_tuning: chunk_content: Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. 2024-06-07 11:56:59,813 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Realising the data platform & proving business value\n'), ('p', 'We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value.\n')] 2024-06-07 11:56:59,813 [DEBUG] embed_tuning: chunk_content: Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. 2024-06-07 11:56:59,814 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Making the platform a success\n'), ('h2', 'What about technologies?\n'), ('p', 'We pick our technologies based on your specific needs and your current situation.What can your organisation expect?\n')] 2024-06-07 11:56:59,814 [DEBUG] embed_tuning: chunk_content: Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? 2024-06-07 11:56:59,815 [DEBUG] embed_tuning: chunk: [('h3', 'Cloud-native technologies\n'), ('h3', 'Security first\n'), ('h3', 'Strong partnerships\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Fast & flexible delivery\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:56:59,815 [DEBUG] embed_tuning: chunk_content: Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts 2024-06-07 11:56:59,816 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:56:59,816 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:56:59,817 [DEBUG] embed_tuning: Remaining Chunk: Lift your data platform We enable yourdata products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. How we can help To help you move towards a modern data platform, we use a three-step approach. Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation.What can your organisation expect? Cloud-native technologies Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts Here to help! 2024-06-07 11:56:59,817 [DEBUG] embed_tuning: Remaining Length: 2489 2024-06-07 11:56:59,971 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:56:59,971 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:56:59,972 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:56:59,972 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:56:59,977 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:56:59,977 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2C\n'), ('h4', 'Enabling customer journeys for consumers in B2C\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Customers drop out during registration, resulting in lost revenue\n'), ('h3', 'Login methods for customers for different applications or websites are not unified\n'), ('h3', 'Customer data is not qualitative enough, making marketing efforts inefficient\n'), ('h2', 'A methodology to streamline yourcustomer identity management\n'), ('p', 'Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.\n')] 2024-06-07 11:56:59,978 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. 2024-06-07 11:56:59,978 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management.\n')] 2024-06-07 11:56:59,979 [DEBUG] embed_tuning: chunk_content: How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. 2024-06-07 11:56:59,979 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Reusable Assets\n'), ('p', 'We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features.\n')] 2024-06-07 11:56:59,979 [DEBUG] embed_tuning: chunk_content: AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. 2024-06-07 11:56:59,980 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.\n')] 2024-06-07 11:56:59,980 [DEBUG] embed_tuning: chunk_content: AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. 2024-06-07 11:56:59,981 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity.\n')] 2024-06-07 11:56:59,981 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. 2024-06-07 11:56:59,981 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'With our data export functionality, we make it easy to export data in different formats.\n'), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- '), ('li', '- ')] 2024-06-07 11:56:59,982 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - 2024-06-07 11:56:59,982 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:56:59,983 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:56:59,983 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer experience\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Higher efficiency for IT & Marketing\n'), ('h3', 'A unified view of individual customers\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We deliver an end-to-end solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Post-implementation support\n'), ('p', '\n')] 2024-06-07 11:56:59,984 [DEBUG] embed_tuning: chunk_content: Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support 2024-06-07 11:56:59,984 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:56:59,984 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 11:56:59,985 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM. How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take stepsin customer identity management. AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features. AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support Get in touch with our experts Here to help! 2024-06-07 11:56:59,985 [DEBUG] embed_tuning: Remaining Length: 2400 2024-06-07 11:57:00,208 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,208 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,209 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,209 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,213 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:00,214 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline your customer identity management in B2B\n'), ('h4', 'Find the right balance between customer experience & security\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Managing the identity lifecycle of your customer is a cumbersome manual process\n'), ('h3', 'You struggle to offer self-service consent management\n'), ('h3', "Your login experiences aren't seamless\n"), ('h2', 'A methodology to streamline your customer identity management - at speed\n'), ('p', 'The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.\n')] 2024-06-07 11:57:00,214 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. 2024-06-07 11:57:00,215 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:00,215 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:00,215 [DEBUG] embed_tuning: chunk: [('h3', 'Self-service options\n'), ('h3', 'Unparalleled scalability\n'), ('h3', 'Streamlined onboarding\n'), ('h3', 'Strong(er) security for data and accounts\n'), ('h3', 'Compliance with privacy regulations\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management.\n')] 2024-06-07 11:57:00,216 [DEBUG] embed_tuning: chunk_content: Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. 2024-06-07 11:57:00,216 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Delegated Access Management\n'), ('h3', 'Reusable Assets\n'), ('p', "We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features.\n")] 2024-06-07 11:57:00,217 [DEBUG] embed_tuning: chunk_content: AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. 2024-06-07 11:57:00,217 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,217 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features.\n')] 2024-06-07 11:57:00,218 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,218 [DEBUG] embed_tuning: chunk_content: AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. 2024-06-07 11:57:00,218 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,219 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities.\n')] 2024-06-07 11:57:00,219 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,219 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. 2024-06-07 11:57:00,220 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient.\n')] 2024-06-07 11:57:00,220 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. 2024-06-07 11:57:00,221 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'We fast-track your CIAM solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Ongoing support\n'), ('p', '\n')] 2024-06-07 11:57:00,221 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support 2024-06-07 11:57:00,221 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:00,222 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 11:57:00,222 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies.This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin streamlining your customer identity management. AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support Get in touch with our experts Here to help! 2024-06-07 11:57:00,222 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-07 11:57:00,223 [DEBUG] embed_tuning: Remaining Length: 2287 2024-06-07 11:57:00,223 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-07 11:57:00,223 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-07 11:57:00,224 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 11:57:00,224 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 11:57:00,225 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-07 11:57:00,225 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-07 11:57:00,226 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:57:00,226 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:57:00,227 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 11:57:00,227 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 11:57:00,228 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 11:57:00,228 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 11:57:00,229 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:57:00,229 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-07 11:57:00,229 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:57:00,230 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:57:00,230 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-07 11:57:00,231 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-07 11:57:00,438 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,439 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,439 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,440 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,443 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-07 11:57:00,443 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-07 11:57:00,444 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-07 11:57:00,444 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Talent & Organisation\n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 11:57:00,445 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 11:57:00,445 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Talent & Organisation\n'), ('h3', 'Upskill and reskill your workforce\n'), ('h3', 'Create a learning culture\n'), ('h3', 'Organisational adaptability\n'), ('h3', 'Make employees resilient to change\n'), ('p', '\n')] 2024-06-07 11:57:00,446 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change 2024-06-07 11:57:00,446 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:57:00,446 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:57:00,447 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskillyour digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 11:57:00,447 [DEBUG] embed_tuning: chunk_content: Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 11:57:00,448 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 11:57:00,448 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 11:57:00,449 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\n')] 2024-06-07 11:57:00,449 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise 2024-06-07 11:57:00,450 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:57:00,450 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:57:00,450 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges inDigital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskillyour digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise Ready to change your organisation? 2024-06-07 11:57:00,451 [DEBUG] embed_tuning: Remaining Length: 1994 2024-06-07 11:57:00,641 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,642 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,642 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,643 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,647 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,647 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,648 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,648 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,652 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 11:57:00,652 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010.the results from our latestMcKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 11:57:00,653 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:57:00,653 [DEBUG] embed_tuning: chunk_content: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 11:57:00,653 [DEBUG] embed_tuning: chunk: [('h1', 'Foster your human capital\n'), ('h4', 'Help your employees thrivein an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your team is resistant to new workflows and systems\n'), ('h3', 'Transformation efforts disintegrate due to a lack of holistic approach\n'), ('h3', "You struggle with staying ahead in a world that's always changing\n"), ('h2', 'An approach to fosteringyour human capital\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 11:57:00,653 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 11:57:00,654 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 11:57:00,654 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 11:57:00,654 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment.\n')] 2024-06-07 11:57:00,654 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of originalMcKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010.the results from our latestMcKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter,Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter,A Sense of Urgency, Boston, MA: Harvard Business Press, 2008).Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 11:57:00,655 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. 2024-06-07 11:57:00,655 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or nottheir companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 11:57:00,655 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\n')] 2024-06-07 11:57:00,656 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 11:57:00,656 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. 2024-06-07 11:57:00,657 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels.Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 11:57:00,657 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 11:57:00,657 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 11:57:00,657 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 11:57:00,658 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital.\n')] 2024-06-07 11:57:00,658 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or nottheir companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sectorandgeographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019,McKinsey Quarterly.These companies typicallycapture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 11:57:00,659 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. 2024-06-07 11:57:00,659 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformationsare also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And byâ\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).\n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-07 11:57:00,659 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy& Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 11:57:00,659 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 11:57:00,660 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 11:57:00,660 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed byMichael Bucy,a senior partner in McKinseyâ\x80\x99s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:57:00,660 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 11:57:00,661 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 11:57:00,661 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:57:00,662 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:00,662 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. Inan in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels.It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformationsare also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by“involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives.According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizesthe impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows thatthe burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies shouldkeep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 11:57:00,662 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:00,662 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 11:57:00,663 [DEBUG] embed_tuning: chunk: [('h3', 'Create a stronger employer brand\n'), ('h3', 'Become future ready and resilient for change\n'), ('h3', 'Insights in strengths and skills gaps\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 11:57:00,663 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 11:57:00,663 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. 2024-06-07 11:57:00,664 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 11:57:00,664 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrivein an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fosteringyour human capital Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely.Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure. The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them tothrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice. Leadership & culture Our approach revolves aroundstrengtheningleadership teams by focusing on relevant skills and effective people management strategies.We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a(learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take stepsin fostering your human capital. Assessments Guidance & Coaching Strategy& Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:00,665 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 11:57:00,665 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:00,665 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 11:57:00,665 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts 2024-06-07 11:57:00,666 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 11:57:00,666 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:00,666 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed byMichael Bucy,a senior partner in McKinsey’s Charlotte office;Bill Schaninger,a senior partner in the Philadelphia office;Kate VanAkin,a senior expert in the London office; andBrooke Weddle,a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformationsare hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents.For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 11:57:00,666 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:00,667 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 11:57:00,667 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile andadaptive organisation that prioritises the well-being of its people.It’s no coincidence that, for several years,we are certified as “Great Place to Work”.That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts Here to help! 2024-06-07 11:57:00,667 [DEBUG] embed_tuning: Remaining Length: 592 2024-06-07 11:57:00,667 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 11:57:00,668 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time.suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success.Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 11:57:00,668 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', 'We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- Line managers.Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- Change agents.Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 11:57:00,669 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 11:57:00,670 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. Inour previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 11:57:00,670 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-07 11:57:00,671 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 11:57:00,671 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO.In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders.Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders.Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices.PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders.The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers.Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents.Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 11:57:00,672 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinseyâ\x80\x99s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:57:00,673 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:57:00,673 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line.When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner.Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels.The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 11:57:00,674 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP.Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performanceandequipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 11:57:00,674 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 11:57:00,675 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 11:57:00,676 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 11:57:00,676 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDana Maor,a senior partner in McKinsey’s Tel Aviv office;Angelika Reich,a partner in the Zurich office; andLara Yocarini,an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinseyresearch on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performanceandequipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price,Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011.At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, seeThe lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 11:57:00,677 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 11:57:00,678 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 11:57:00,678 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 11:57:00,679 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 11:57:00,679 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 11:57:00,680 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 11:57:00,680 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. 2024-06-07 11:57:00,681 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 11:57:00,681 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-07 11:57:00,682 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 11:57:00,682 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinseyâ\x80\x99s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:57:00,683 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:57:00,683 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizationshadimplemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 11:57:00,684 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of researchand client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 11:57:00,684 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 11:57:00,685 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-07 11:57:00,685 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 11:57:00,686 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey includeDavid Jacquemont, a principal in McKinsey’s Paris office;Dana Maor, a principal in the Tel Aviv office; andAngelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of researchand client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority.we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 11:57:00,686 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 11:57:00,687 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 11:57:00,687 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-07 11:57:00,687 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 11:57:00,688 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 11:57:00,688 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 11:57:00,689 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 11:57:00,689 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-07 11:57:00,690 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 11:57:00,690 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinseyâ\x80\x99s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 11:57:00,691 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 11:57:00,691 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 11:57:00,692 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey includeScott Keller,a principal in McKinsey’s Chicago office;Mary Meaney,a principal in the London office; andCaroline Pung,a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 11:57:00,692 [DEBUG] embed_tuning: Remaining Length: 308 2024-06-07 11:57:00,850 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:00,850 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:00,851 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:00,851 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:00,856 [DEBUG] embed_tuning: Nr of potential chunks: 18 2024-06-07 11:57:00,857 [DEBUG] embed_tuning: chunk: [('h1', 'Upskill & reskill your digital talent\n'), ('h4', 'Unleash your potential\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'It’s difficult to attract, develop & retain talent in your organisation\n'), ('h3', 'You are not sure which skills will be relevant in the future\n'), ('h3', 'You are dependent on expensive external resources\n'), ('h2', 'A complete offering toup- and reskill your digital talent\n'), ('p', 'Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning.\n'), ('p', 'We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level.\n')] 2024-06-07 11:57:00,857 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. 2024-06-07 11:57:00,857 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspiration, training & courses\n'), ('h4', 'Learning journeys\n'), ('h4', 'Bespoke learning solution\n'), ('h4', 'Learning organisation & ecosystem\n'), ('h4', 'Inspiration, training & courses\n'), ('p', 'In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field.\n')] 2024-06-07 11:57:00,858 [DEBUG] embed_tuning: chunk_content: Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. 2024-06-07 11:57:00,858 [DEBUG] embed_tuning: chunk: [('h4', 'Learning journeys\n'), ('p', 'We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills.\n')] 2024-06-07 11:57:00,859 [DEBUG] embed_tuning: chunk_content: Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. 2024-06-07 11:57:00,859 [DEBUG] embed_tuning: chunk: [('h4', 'Bespoke learning solution\n'), ('p', 'We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience.\n')] 2024-06-07 11:57:00,860 [DEBUG] embed_tuning: chunk_content: Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. 2024-06-07 11:57:00,860 [DEBUG] embed_tuning: chunk: [('h4', 'Learning organisation & ecosystem\n'), ('p', 'We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company.\n')] 2024-06-07 11:57:00,861 [DEBUG] embed_tuning: chunk_content: Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. 2024-06-07 11:57:00,861 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent.\n')] 2024-06-07 11:57:00,861 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. 2024-06-07 11:57:00,862 [DEBUG] embed_tuning: chunk: [('h3', 'Trainings & Workshops\n'), ('p', '\n')] 2024-06-07 11:57:00,862 [DEBUG] embed_tuning: chunk_content: Trainings & Workshops 2024-06-07 11:57:00,863 [DEBUG] embed_tuning: chunk: [('h3', 'Analysis Learning Journey\n'), ('p', 'AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.\n'), ('p', '\n'), ('p', '\n')] 2024-06-07 11:57:00,863 [DEBUG] embed_tuning: chunk_content: Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-07 11:57:00,863 [DEBUG] embed_tuning: chunk: [('h3', 'Architecture Learning Journey\n'), ('p', 'AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules.\n'), ('p', '\n')] 2024-06-07 11:57:00,864 [DEBUG] embed_tuning: chunk_content: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. 2024-06-07 11:57:00,864 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering toup- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years.It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin up- and reskilling your talent. Trainings & Workshops Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules. 2024-06-07 11:57:00,865 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Sessions\n'), ('p', "We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart.\n")] 2024-06-07 11:57:00,865 [DEBUG] embed_tuning: chunk_content: Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. 2024-06-07 11:57:00,866 [DEBUG] embed_tuning: chunk: [('h3', 'Bespoke Learning Solution\n'), ('p', 'Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised.\n')] 2024-06-07 11:57:00,866 [DEBUG] embed_tuning: chunk_content: Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. 2024-06-07 11:57:00,867 [DEBUG] embed_tuning: chunk: [('h3', 'Learning Organisation & Ecosystem\n'), ('p', 'To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR.\n')] 2024-06-07 11:57:00,867 [DEBUG] embed_tuning: chunk_content: Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. 2024-06-07 11:57:00,867 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:00,868 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:00,868 [DEBUG] embed_tuning: chunk: [('h3', 'Enhanced competitiveness\n'), ('h3', 'Increased efficiency & productivity\n'), ('h3', 'Talent retention & engagement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'In-depth knowledge and broad scope\n'), ('p', 'Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions.\n')] 2024-06-07 11:57:00,869 [DEBUG] embed_tuning: chunk_content: Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. 2024-06-07 11:57:00,869 [DEBUG] embed_tuning: chunk: [('h3', 'Hands-on expertise\n'), ('p', 'Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff.\n')] 2024-06-07 11:57:00,869 [DEBUG] embed_tuning: chunk_content: Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. 2024-06-07 11:57:00,870 [DEBUG] embed_tuning: chunk: [('h3', 'A combo of learning & IT\n'), ('p', 'Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology.\n')] 2024-06-07 11:57:00,870 [DEBUG] embed_tuning: chunk_content: A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. 2024-06-07 11:57:00,871 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:00,872 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-07 11:57:00,872 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:00,872 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:00,873 [DEBUG] embed_tuning: Remaining Chunk: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. Get in touch with our experts Here to help! 2024-06-07 11:57:00,873 [DEBUG] embed_tuning: Remaining Length: 1990 2024-06-07 11:57:03,793 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:03,793 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:03,794 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:03,794 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:03,799 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 11:57:03,799 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-07 11:57:03,800 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-07 11:57:03,800 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 11:57:03,801 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 11:57:03,801 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 11:57:03,801 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 11:57:03,802 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 11:57:03,802 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 11:57:03,803 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 11:57:03,803 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 11:57:03,804 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 11:57:03,804 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 11:57:03,804 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-07 11:57:03,805 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-07 11:57:03,805 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-07 11:57:03,806 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-07 11:57:03,806 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 11:57:03,806 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 11:57:03,807 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 11:57:03,807 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:57:03,808 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 11:57:03,808 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 11:57:03,809 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:57:03,809 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 11:57:03,810 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 11:57:03,810 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 11:57:03,810 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 11:57:03,811 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:03,811 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:03,812 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 11:57:03,812 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 11:57:03,812 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 11:57:03,813 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 11:57:03,813 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 11:57:03,814 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 11:57:03,814 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 11:57:03,815 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 11:57:03,815 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:03,815 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-07 11:57:03,816 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:03,816 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:03,817 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-07 11:57:03,817 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-07 11:57:05,131 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:05,132 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:05,132 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:05,133 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:05,137 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:57:05,138 [DEBUG] embed_tuning: chunk: [('h1', 'Hyper-automate your document flows\n'), ('h4', 'Let AI process your documents with efficiency and care\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'The number of documents and paperwork in your company keeps increasing\n'), ('h3', 'Processing documents still requires a lot of manual interventions\n'), ('h3', 'It’s difficult to gain relevant insights due to inefficient document flows\n'), ('h2', 'A framework to hyper-automate your document flows\n'), ('p', 'When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.\n')] 2024-06-07 11:57:05,138 [DEBUG] embed_tuning: chunk_content: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. 2024-06-07 11:57:05,139 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Vision & Foundation\n'), ('h4', 'Creation & Integration\n'), ('h4', 'Growth & Partnership\n'), ('h4', 'Vision & Foundation\n'), ('p', 'Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact.\n')] 2024-06-07 11:57:05,139 [DEBUG] embed_tuning: chunk_content: Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. 2024-06-07 11:57:05,140 [DEBUG] embed_tuning: chunk: [('h4', 'Creation & Integration\n'), ('p', 'In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution.\n')] 2024-06-07 11:57:05,140 [DEBUG] embed_tuning: chunk_content: Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. 2024-06-07 11:57:05,140 [DEBUG] embed_tuning: chunk: [('h4', 'Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows.\n')] 2024-06-07 11:57:05,141 [DEBUG] embed_tuning: chunk_content: Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. 2024-06-07 11:57:05,141 [DEBUG] embed_tuning: chunk: [('h3', 'DiscoverySession\n'), ('h3', 'Kickstarter\n'), ('h3', 'SolutionRoadmap\n'), ('p', "We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation.\n")] 2024-06-07 11:57:05,142 [DEBUG] embed_tuning: chunk_content: DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. 2024-06-07 11:57:05,142 [DEBUG] embed_tuning: chunk: [('h3', 'AgileDevelopment\n'), ('p', 'Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment.\n')] 2024-06-07 11:57:05,143 [DEBUG] embed_tuning: chunk_content: AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. 2024-06-07 11:57:05,143 [DEBUG] embed_tuning: chunk: [('h3', 'OperationalSupport\n'), ('p', 'We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey.\n')] 2024-06-07 11:57:05,143 [DEBUG] embed_tuning: chunk_content: OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. 2024-06-07 11:57:05,144 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:05,144 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:05,145 [DEBUG] embed_tuning: chunk: [('h3', 'Empowered employees\n'), ('h3', 'Increased retention\n'), ('h3', 'Streamlined efficiency\n'), ('h3', 'Data-driven decision making\n'), ('h3', 'Seamless integration\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:57:05,145 [DEBUG] embed_tuning: chunk_content: Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:57:05,146 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', 'The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx.\n'), ('p', '\n')] 2024-06-07 11:57:05,146 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. 2024-06-07 11:57:05,146 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Intelligent use of AI\n'), ('h3', 'Just enough change\n'), ('h3', 'More than just technology\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:05,147 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts 2024-06-07 11:57:05,147 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help\n'), ('h3', '\n')] 2024-06-07 11:57:05,148 [DEBUG] embed_tuning: chunk_content: Here to help 2024-06-07 11:57:05,148 [DEBUG] embed_tuning: Remaining Chunk: Hyper-automate your document flows Let AI process your documents with efficiency and care Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes,60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework. Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts Here to help 2024-06-07 11:57:05,149 [DEBUG] embed_tuning: Remaining Length: 2946 2024-06-07 11:57:05,169 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:05,170 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:05,170 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:05,171 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:57:05,174 [DEBUG] embed_tuning: Nr of potential chunks: 13 2024-06-07 11:57:05,175 [DEBUG] embed_tuning: chunk: [('h1', 'Four fundamentals of workplace automation\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 11:57:05,175 [DEBUG] embed_tuning: chunk_content: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:57:05,176 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 11:57:05,177 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:57:05,177 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Four fundamentals of workplace automation The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:57:05,178 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 11:57:05,178 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 11:57:05,179 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:57:05,179 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 11:57:05,179 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:57:05,180 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 11:57:05,180 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:57:05,181 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:57:05,181 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 11:57:05,182 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 11:57:05,182 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:57:05,183 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Where machines could replace humans—and where they can’t (yet)\n'), ('h6', "An executive's guide to the Internet of Things\n"), ('h6', 'An executive’s guide to machine learning\n'), ('h3', '\n'), ('p', 'The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBMâ\x80\x99s Watson, Rethink Roboticsâ\x80\x99 Baxter, DeepMind, or Googleâ\x80\x99s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlinesâ\x80\x99 ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', 'What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, â\x80\x9cThe future of employment: How susceptible are jobs to computerisation?,â\x80\x9d Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, â\x80\x9cWhy are there still so many jobs? The history and future of workplace automation,â\x80\x9dJournal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3â\x80\x9330, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see â\x80\x9cResearch priorities for robust and beneficial artificial intelligence: An open letter,â\x80\x9d Future of Life Institute, January 11, 2015, futureoflife.org.\n'), ('p', 'Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see â\x80\x9cDisruptive technologies: Advances that will transform life, business, and the global economy,â\x80\x9d May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank tellerâ\x80\x99s job was redefined with the advent of ATMs.\n'), ('p', 'More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define â\x80\x9ccurrently demonstrated technologiesâ\x80\x9d as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', 'The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', 'Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 11:57:05,183 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:57:05,184 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', 'These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used â\x80\x9cdetailed work activities,â\x80\x9d as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the â\x80\x9cautomatabilityâ\x80\x9d of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', 'The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and â\x80\x9cunderstandâ\x80\x9d natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. Itâ\x80\x99s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring â\x80\x9ctacitâ\x80\x9d knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', 'In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Scienceâ\x80\x99s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazonâ\x80\x99s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the companyâ\x80\x99s previous system. IBMâ\x80\x99s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 11:57:05,184 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:57:05,185 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligenceand advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?11.Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee,The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,”Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?22.For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.33.This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).Our results to date suggest, first and foremost, that a focus onoccupationsis misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certainactivitiesare more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.44.We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 11:57:05,186 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', 'According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupationsâ\x80\x94at least to some degreeâ\x80\x94which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', 'As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individualâ\x80\x99s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 11:57:05,186 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 11:57:05,187 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,55.Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 11:57:05,187 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', 'Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. Weâ\x80\x99re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n'), ('p', 'Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEOâ\x80\x99s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 11:57:05,188 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:57:05,188 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', 'Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', 'While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clientsâ\x80\x99 financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clientsâ\x80\x99 desires.\n'), ('p', 'These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', 'Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', 'All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 11:57:05,189 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:57:05,189 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.66.In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.77.Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19).">For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 11:57:05,190 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office.\n'), ('p', 'The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 11:57:05,190 [DEBUG] embed_tuning: chunk_content: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 11:57:05,190 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 11:57:05,191 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:57:05,191 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:57:05,192 [DEBUG] embed_tuning: Remaining Chunk: Michael Chuiis a principal at the McKinsey Global Institute, whereJames Manyikais a director;Mehdi Miremadiis a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us 2024-06-07 11:57:05,192 [DEBUG] embed_tuning: Remaining Length: 373 2024-06-07 11:57:05,587 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:05,588 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:05,588 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:05,588 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:05,592 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:57:05,592 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 11:57:05,592 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 11:57:05,593 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 11:57:05,593 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 11:57:05,594 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-07 11:57:05,594 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-07 11:57:05,595 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:57:05,595 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:57:05,595 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:57:05,596 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:57:05,596 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 11:57:05,597 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 11:57:05,597 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 11:57:05,597 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 11:57:05,598 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 11:57:05,598 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 11:57:05,599 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-07 11:57:05,599 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-07 11:57:05,600 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 11:57:05,600 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 11:57:05,600 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-07 11:57:05,601 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-07 11:57:06,078 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:06,078 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:06,079 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:06,079 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:06,082 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:57:06,083 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 11:57:06,083 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 11:57:06,083 [DEBUG] embed_tuning: chunk: [('h1', 'Applications\n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 11:57:06,084 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 11:57:06,084 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', 'Moving from strategy to application\n'), ('h3', 'Developing future-proof applications\n'), ('h3', 'Delivering qualitative applications quickly\n'), ('h3', 'Maintaining & evolving existing applications\n'), ('p', '\n')] 2024-06-07 11:57:06,085 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications 2024-06-07 11:57:06,085 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:57:06,086 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:57:06,086 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:57:06,086 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:57:06,087 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 11:57:06,087 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 11:57:06,088 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 11:57:06,088 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 11:57:06,088 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 11:57:06,089 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 11:57:06,089 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\n')] 2024-06-07 11:57:06,090 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. 2024-06-07 11:57:06,090 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 11:57:06,091 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 11:57:06,091 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications Our Applications Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs.The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards. Your journey starts here! 2024-06-07 11:57:06,091 [DEBUG] embed_tuning: Remaining Length: 2326 2024-06-07 11:57:06,519 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:06,520 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:06,520 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:06,521 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:06,525 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:57:06,526 [DEBUG] embed_tuning: chunk: [('h1', 'Think, Build & Run your digital solution\n'), ('h4', 'Crafting digital solutions that truly matter\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into concrete digital solutions is difficult\n'), ('h3', 'You lack expertise to deliver digital solutions\n'), ('h3', 'IT is a bottleneck for business initiatives\n'), ('h2', 'A methodology to think, build& run your digital solution\n'), ('p', 'Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget.\n')] 2024-06-07 11:57:06,526 [DEBUG] embed_tuning: chunk_content: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. 2024-06-07 11:57:06,527 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Getting the foundation right\n'), ('h4', 'Build: Sprint-based agile development\n'), ('h4', 'Run: Growth & Partnership\n'), ('h4', 'Think: Getting the foundation right\n'), ('p', 'We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution.\n')] 2024-06-07 11:57:06,527 [DEBUG] embed_tuning: chunk_content: Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. 2024-06-07 11:57:06,528 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Sprint-based agile development\n'), ('p', 'We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations.\n')] 2024-06-07 11:57:06,528 [DEBUG] embed_tuning: chunk_content: Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. 2024-06-07 11:57:06,529 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions.\n')] 2024-06-07 11:57:06,529 [DEBUG] embed_tuning: chunk_content: Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. 2024-06-07 11:57:06,529 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Approach\n'), ('h3', 'Built to last\n'), ('h3', 'Test Automation\n'), ('p', 'From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released.\n')] 2024-06-07 11:57:06,530 [DEBUG] embed_tuning: chunk_content: Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. 2024-06-07 11:57:06,530 [DEBUG] embed_tuning: chunk: [('h3', 'User Centricity\n'), ('p', 'Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value!\n')] 2024-06-07 11:57:06,531 [DEBUG] embed_tuning: chunk_content: User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! 2024-06-07 11:57:06,531 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:06,531 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:06,532 [DEBUG] embed_tuning: chunk: [('h3', 'Peace of mind\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:57:06,532 [DEBUG] embed_tuning: chunk_content: Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:57:06,533 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', "We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%.\n"), ('p', '\n')] 2024-06-07 11:57:06,533 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. 2024-06-07 11:57:06,534 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build& run your digital solution Research shows that, compared to non-agile teams,93% of agile development teams reported higher customer satisfaction and better operational performance.Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin creating great digital solutions. Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:57:06,534 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Digital strategy translation\n'), ('h3', 'One-stop shop\n'), ('h3', 'Customer centricity\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:06,535 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts 2024-06-07 11:57:06,535 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:06,535 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:06,536 [DEBUG] embed_tuning: Remaining Chunk: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts Here to help! 2024-06-07 11:57:06,536 [DEBUG] embed_tuning: Remaining Length: 387 2024-06-07 11:57:07,193 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:07,194 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:07,194 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:07,194 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:57:07,199 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 11:57:07,199 [DEBUG] embed_tuning: chunk: [('h1', 'An operating model for the next normal: Lessons from agile organizations in the crisis\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 11:57:07,200 [DEBUG] embed_tuning: chunk_content: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:57:07,200 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 11:57:07,201 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:57:07,201 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 11:57:07,202 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 11:57:07,202 [DEBUG] embed_tuning: Adding chunk to actual_chunks: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:57:07,203 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 11:57:07,203 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:57:07,204 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 11:57:07,204 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:57:07,205 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:57:07,205 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 11:57:07,206 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:57:07,207 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:57:07,207 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 11:57:07,207 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 11:57:07,208 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:57:07,208 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Revisiting agile teams after an abrupt shift to remote\n'), ('h6', 'To weather a crisis, build a network of teams\n'), ('h6', 'Agility to action: Operationalizing a value-driven agile blueprint\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinseyâ\x80\x99s Agile Tribe.\n'), ('p', 'For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teamsÂ\xa0in the hope ofadapting more quicklyÂ\xa0to changing business priorities.\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agileâ\x80\x94or partially agileâ\x80\x94companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 11:57:07,209 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:57:07,209 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teamsâ\x80\x99 backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: â\x80\x9cThey knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.â\x80\x9d\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telcoâ\x80\x99s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 11:57:07,210 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:57:07,210 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies,the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated withagile teams in the hope ofadapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 11:57:07,211 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 11:57:07,211 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 11:57:07,212 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 11:57:07,212 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarmâ\x80\x94or rally those with the necessary skills around a taskâ\x80\x94to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremoniesâ\x80\x94doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote settingÂ\xa0isnâ\x80\x99t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, â\x80\x9cEven before COVID-19, we were bad at prioritizing, and itâ\x80\x99s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.â\x80\x9d\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFTâ\x80\x99s Gilderdale told us, â\x80\x9cAt the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.â\x80\x9d That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the teamâ\x80\x99s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 11:57:07,213 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:57:07,213 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didnâ\x80\x99t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crisesâ\x80\x94even small onesâ\x80\x94its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the companyâ\x80\x99s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didnâ\x80\x99t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 11:57:07,214 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:57:07,214 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in aremote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 11:57:07,215 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessityâ\x80\x94and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didnâ\x80\x99t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. Itâ\x80\x99s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesnâ\x80\x99t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 11:57:07,216 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:57:07,216 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 11:57:07,217 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 11:57:07,217 [DEBUG] embed_tuning: chunk_content: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 11:57:07,218 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect.Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit.Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale.The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 11:57:07,218 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:57:07,219 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:57:07,219 [DEBUG] embed_tuning: Remaining Chunk: Christopher Handscombis a partner in McKinsey’s London office;Deepak Mahadevanis a partner in the Brussels office;Euvin Naidoois an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, whereSuraj Srinivasanis a professor; andLars Schoris an associate partner in the Zurich office, whereMarcus Siebereris a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us 2024-06-07 11:57:07,219 [DEBUG] embed_tuning: Remaining Length: 665 2024-06-07 11:57:08,803 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:08,804 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:08,804 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:08,805 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:08,809 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:57:08,809 [DEBUG] embed_tuning: chunk: [('h1', 'Streamline & secure your software delivery process\n'), ('h4', 'Improve your software delivery performance\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT-department is slowing down business initiatives\n'), ('h3', "You can't adapt quickly because IT is too complex\n"), ('h3', 'Your software release process is inflexible\n'), ('h2', 'A methodology to streamline & secure your software delivery process\n'), ('p', 'By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery.\n')] 2024-06-07 11:57:08,810 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. 2024-06-07 11:57:08,810 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Assessment\n'), ('h4', 'Pilot\n'), ('h4', 'Implementation\n'), ('h4', 'Assessment\n'), ('p', "We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process.\n")] 2024-06-07 11:57:08,811 [DEBUG] embed_tuning: chunk_content: Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. 2024-06-07 11:57:08,811 [DEBUG] embed_tuning: chunk: [('h4', 'Pilot\n'), ('p', 'Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation\n')] 2024-06-07 11:57:08,811 [DEBUG] embed_tuning: chunk_content: Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation 2024-06-07 11:57:08,812 [DEBUG] embed_tuning: chunk: [('h4', 'Implementation\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process.\n')] 2024-06-07 11:57:08,812 [DEBUG] embed_tuning: chunk_content: Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. 2024-06-07 11:57:08,813 [DEBUG] embed_tuning: chunk: [('h3', 'DORA Framework Assessment\n'), ('p', 'We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities.\n')] 2024-06-07 11:57:08,813 [DEBUG] embed_tuning: chunk_content: DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. 2024-06-07 11:57:08,813 [DEBUG] embed_tuning: chunk: [('h3', 'Developer Experience\n'), ('p', 'We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows.\n')] 2024-06-07 11:57:08,814 [DEBUG] embed_tuning: chunk_content: Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. 2024-06-07 11:57:08,814 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Model\n'), ('p', 'We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process.\n')] 2024-06-07 11:57:08,815 [DEBUG] embed_tuning: chunk_content: Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. 2024-06-07 11:57:08,815 [DEBUG] embed_tuning: chunk: [('h3', 'Improvement Roadmap\n'), ('p', "We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead.\n")] 2024-06-07 11:57:08,816 [DEBUG] embed_tuning: chunk_content: Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. 2024-06-07 11:57:08,816 [DEBUG] embed_tuning: chunk: [('h3', 'Progress metrics\n'), ('p', 'As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made.\n')] 2024-06-07 11:57:08,816 [DEBUG] embed_tuning: chunk_content: Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. 2024-06-07 11:57:08,817 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:08,817 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:08,818 [DEBUG] embed_tuning: chunk: [('h3', 'Faster time to market\n'), ('h3', 'Improved business & IT alignment\n'), ('h3', 'Better customer experience\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Expertisein depth& breadth\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:08,818 [DEBUG] embed_tuning: chunk_content: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts 2024-06-07 11:57:08,818 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery,64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process.This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspirationand take steps in optimising your software delivery process. DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery.It's the blueprint for the journey ahead. Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:08,819 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:08,819 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:08,820 [DEBUG] embed_tuning: Remaining Chunk: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertisein depth& breadth More than just technology Always business-first Get in touch with our experts Here to help! 2024-06-07 11:57:08,820 [DEBUG] embed_tuning: Remaining Length: 259 2024-06-07 11:57:10,771 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:10,772 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:10,772 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:10,773 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:10,775 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:57:10,776 [DEBUG] embed_tuning: chunk: [('h1', 'Agile Is Trending: 3 Ways Agile Makes Work Better\n'), ('li', '- Share to Facebook'), ('li', '- Share to Twitter'), ('li', '- Share to Linkedin'), ('p', 'The future of work will demand speed, flexibility and engagement.\n'), ('p', 'Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets.\n'), ('p', 'A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs.\n'), ('p', 'Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce.\n')] 2024-06-07 11:57:10,776 [DEBUG] embed_tuning: chunk_content: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. 2024-06-07 11:57:10,777 [DEBUG] embed_tuning: chunk: [('h2', 'Why Agile, Why Now\n'), ('h3', 'Agile Drives Adaptability\n'), ('p', 'Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress.\n')] 2024-06-07 11:57:10,777 [DEBUG] embed_tuning: chunk_content: Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. 2024-06-07 11:57:10,778 [DEBUG] embed_tuning: chunk: [('h3', 'Best Travel Insurance Companies\n'), ('h3', 'Best Covid-19 Travel Insurance Plans\n'), ('p', 'The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities.\n'), ('p', 'Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice.\n')] 2024-06-07 11:57:10,778 [DEBUG] embed_tuning: chunk_content: Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 11:57:10,779 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Speed and Results\n'), ('p', 'Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong.\n'), ('p', 'The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have:\n'), ('p', '\n'), ('li', '- Accelerated software delivery (64% of companies)'), ('li', '- Increased team productivity (60%)'), ('li', '- Enhanced predictability of delivery (51%)'), ('li', '- Enhanced software quality (45%)'), ('li', '- Increased process discipline (45%)'), ('p', '\n'), ('p', 'The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts.\n'), ('p', 'Agile work can engage and inspire people\n')] 2024-06-07 11:57:10,779 [DEBUG] embed_tuning: chunk_content: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people 2024-06-07 11:57:10,780 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for ournew landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study fromdigital.aifound the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for theestimated 41% of people consideringwhether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 11:57:10,780 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Engagement\n'), ('p', 'Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well.\n'), ('p', 'When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working.\n'), ('p', 'In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility.\n'), ('p', 'Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed.\n')] 2024-06-07 11:57:10,780 [DEBUG] embed_tuning: chunk_content: Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 11:57:10,781 [DEBUG] embed_tuning: chunk: [('h2', 'Using Agile\n'), ('p', 'Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain.\n'), ('p', 'The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%).\n'), ('p', 'You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself.\n')] 2024-06-07 11:57:10,781 [DEBUG] embed_tuning: chunk_content: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. 2024-06-07 11:57:10,782 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can beimproved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition,performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’sexpectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given thedistributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 11:57:10,782 [DEBUG] embed_tuning: chunk: [('h2', 'In Sum\n'), ('p', 'Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile.\n'), ('p', 'Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people.\n'), ('p', '\n'), ('li', '- Editorial Standards'), ('li', '- Print'), ('li', '- Reprints & Permissions')] 2024-06-07 11:57:10,783 [DEBUG] embed_tuning: chunk_content: In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 11:57:10,783 [DEBUG] embed_tuning: Remaining Chunk: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 11:57:10,784 [DEBUG] embed_tuning: Remaining Length: 1428 2024-06-07 11:57:11,234 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:11,234 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:11,235 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:11,235 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:11,239 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:57:11,239 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 11:57:11,240 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 11:57:11,240 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 11:57:11,241 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 11:57:11,241 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-07 11:57:11,241 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-07 11:57:11,242 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 11:57:11,242 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 11:57:11,243 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:57:11,243 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:57:11,244 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 11:57:11,244 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 11:57:11,244 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 11:57:11,245 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 11:57:11,245 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 11:57:11,246 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 11:57:11,246 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-07 11:57:11,246 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-07 11:57:11,247 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:57:11,247 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:57:11,248 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-07 11:57:11,248 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-07 11:57:11,861 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:11,862 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:11,862 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:11,862 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:11,866 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:57:11,867 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 11:57:11,867 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 11:57:11,868 [DEBUG] embed_tuning: chunk: [('h1', 'Digital Strategy & Innovation\n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 11:57:11,868 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 11:57:11,868 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges inDigital Strategy & Innovation\n'), ('h3', 'Translate strategy to action\n'), ('h3', 'Be more agile & resilient to change\n'), ('h3', 'Become more customer-centric\n'), ('h3', 'Discover new business opportunities\n'), ('p', '\n')] 2024-06-07 11:57:11,869 [DEBUG] embed_tuning: chunk_content: Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities 2024-06-07 11:57:11,869 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 11:57:11,870 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 11:57:11,870 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:57:11,871 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:57:11,871 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 11:57:11,871 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 11:57:11,872 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explorenew opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 11:57:11,872 [DEBUG] embed_tuning: chunk_content: Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 11:57:11,873 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 11:57:11,873 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 11:57:11,873 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\n')] 2024-06-07 11:57:11,874 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first 2024-06-07 11:57:11,874 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 11:57:11,875 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 11:57:11,875 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges inDigital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explorenew opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first Ready to change your organisation? 2024-06-07 11:57:11,876 [DEBUG] embed_tuning: Remaining Length: 2271 2024-06-07 11:57:12,202 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:12,202 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:12,203 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:12,203 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:12,208 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 11:57:12,208 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-07 11:57:12,209 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-07 11:57:12,209 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 11:57:12,210 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 11:57:12,210 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 11:57:12,211 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 11:57:12,211 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-07 11:57:12,212 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-07 11:57:12,212 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-07 11:57:12,213 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-07 11:57:12,213 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-07 11:57:12,213 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-07 11:57:12,214 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:57:12,214 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:57:12,215 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:57:12,215 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:57:12,216 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:57:12,216 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:57:12,217 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:57:12,217 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-07 11:57:12,218 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-07 11:57:12,218 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:12,219 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:12,219 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:57:12,219 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-07 11:57:12,220 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:12,220 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-07 11:57:12,221 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:12,221 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:12,222 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-07 11:57:12,222 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-07 11:57:12,267 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:12,267 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:12,267 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:12,268 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 11:57:12,272 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:12,273 [DEBUG] embed_tuning: chunk: [('h1', 'The new digital edge: Rethinking strategy for the postpandemic era\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 11:57:12,273 [DEBUG] embed_tuning: chunk_content: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:57:12,274 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 11:57:12,274 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:57:12,274 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 11:57:12,275 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:57:12,275 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The new digital edge: Rethinking strategy for the postpandemic era One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:57:12,276 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:57:12,276 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:57:12,277 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'How COVID-19 has pushed companies over the technology tipping pointâ\x80\x94and transformed business forever\n'), ('h6', 'Strategic resilience during the COVID-19 crisis\n'), ('h6', 'How to become ‘tech forward’: A technology-transformation approach that works\n'), ('h3', '\n'), ('p', 'One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companiesâ\x80\x99 COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace thatâ\x80\x99s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a companyâ\x80\x99s â\x80\x9ctechnology endowmentâ\x80\x9d) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 11:57:12,277 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:57:12,278 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companiesâ\x80\x99 overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018Â\xa0is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities toâ\x80\x94along with new opportunities fromâ\x80\x94future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments donâ\x80\x99t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 11:57:12,278 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 11:57:12,279 [DEBUG] embed_tuning: Adding chunk to actual_chunks: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One yearinto the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing howthe pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 11:57:12,279 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apartâ\x80\x94and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that businessâ\x80\x99s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thriveâ\x80\x94and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape.\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 11:57:12,280 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:57:12,280 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 11:57:12,281 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 11:57:12,281 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for mostbusiness practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creatingwinner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses tooutperform others in a rapidly evolving landscape. The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 11:57:12,282 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 11:57:12,282 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 11:57:12,282 [DEBUG] embed_tuning: Remaining Chunk: The contributors to the development and analysis of this survey includeJeff Galvin,a senior partner in McKinsey's Tokyo office;Laura LaBerge,a director of capabilities for digital strategy in the Stamford office; andEvan Williams,an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us 2024-06-07 11:57:12,283 [DEBUG] embed_tuning: Remaining Length: 383 2024-06-07 11:57:13,880 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:13,881 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:13,881 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:13,882 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:13,887 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 11:57:13,887 [DEBUG] embed_tuning: chunk: [('h1', "Improve your organisation's agility\n"), ('p', 'Rewire for greater adaptabilityand a stronger focus on value\n')] 2024-06-07 11:57:13,887 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value 2024-06-07 11:57:13,888 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', 'Your time-to-market is too long\n'), ('h3', 'You have a lot of ad hoc decision making\n'), ('h3', 'You have siloed departments\n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 11:57:13,888 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 11:57:13,889 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 11:57:13,889 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 11:57:13,890 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 11:57:13,890 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 11:57:13,890 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 11:57:13,891 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 11:57:13,891 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 11:57:13,892 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 11:57:13,892 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity.\n')] 2024-06-07 11:57:13,893 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. 2024-06-07 11:57:13,893 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\n')] 2024-06-07 11:57:13,893 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. 2024-06-07 11:57:13,894 [DEBUG] embed_tuning: chunk: [('h3', "Workshops &1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 11:57:13,894 [DEBUG] embed_tuning: chunk_content: Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 11:57:13,895 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 11:57:13,895 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:57:13,896 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 11:57:13,896 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 11:57:13,896 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptabilityand a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsin assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed. Workshops &1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 11:57:13,897 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 11:57:13,897 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 11:57:13,898 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 11:57:13,898 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 11:57:13,899 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:13,899 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:13,899 [DEBUG] embed_tuning: chunk: [('h3', 'Reduced go-to-market time\n'), ('h3', 'Better insights\n'), ('h3', 'Improved predictability\n'), ('h3', 'Continuous improvement\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 11:57:13,900 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 11:57:13,900 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 11:57:13,901 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 11:57:13,901 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 11:57:13,902 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 11:57:13,902 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 11:57:13,903 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 11:57:13,903 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:13,903 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts 2024-06-07 11:57:13,904 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:13,904 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:13,905 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts Here to help! 2024-06-07 11:57:13,905 [DEBUG] embed_tuning: Remaining Length: 1935 2024-06-07 11:57:14,509 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:14,510 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:14,510 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:14,510 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:14,516 [DEBUG] embed_tuning: Nr of potential chunks: 19 2024-06-07 11:57:14,516 [DEBUG] embed_tuning: chunk: [('h1', 'Create a seamless customer experience\n'), ('h4', 'Optimised customerexperiences for better results\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Lack of insights in the customer journey\n'), ('h3', 'It’s hard to translate insights into CX-actions\n'), ('h3', "It's unclear what the impact on your organisation will be\n"), ('h2', 'A framework to create aseamless customer experience\n'), ('p', 'Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline.\n'), ('p', 'However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website.\n')] 2024-06-07 11:57:14,517 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. 2024-06-07 11:57:14,517 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Create insights\n'), ('h4', 'Ideate & validate\n'), ('h4', 'Prepare the change\n'), ('h4', 'Make it happen\n'), ('h4', 'Create insights\n'), ('p', 'In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and\xa0recommendations for improved customer-centricity.\n')] 2024-06-07 11:57:14,517 [DEBUG] embed_tuning: chunk_content: Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. 2024-06-07 11:57:14,518 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & validate\n'), ('p', 'To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value.\n')] 2024-06-07 11:57:14,518 [DEBUG] embed_tuning: chunk_content: Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. 2024-06-07 11:57:14,519 [DEBUG] embed_tuning: chunk: [('h4', 'Prepare the change\n'), ('p', 'We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change.\n')] 2024-06-07 11:57:14,519 [DEBUG] embed_tuning: chunk_content: Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. 2024-06-07 11:57:14,520 [DEBUG] embed_tuning: chunk: [('h4', 'Make it happen\n'), ('p', 'The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications.\n')] 2024-06-07 11:57:14,520 [DEBUG] embed_tuning: chunk_content: Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. 2024-06-07 11:57:14,520 [DEBUG] embed_tuning: chunk: [('h1', 'Download our whitepaperA CX-friendly government organisation: mission impossible?\n'), ('p', 'Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.\n')] 2024-06-07 11:57:14,521 [DEBUG] embed_tuning: chunk_content: Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. 2024-06-07 11:57:14,521 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help\xa0 you take steps in creating a seamless customer experience together.\n'), ('p', '\n')] 2024-06-07 11:57:14,522 [DEBUG] embed_tuning: chunk_content: How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. 2024-06-07 11:57:14,522 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Data Analysis\n'), ('p', 'We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.\n'), ('p', '\n')] 2024-06-07 11:57:14,522 [DEBUG] embed_tuning: chunk_content: Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-07 11:57:14,523 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Report\n'), ('h3', 'Customer Journey Mapping\n'), ('p', 'Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions.\n')] 2024-06-07 11:57:14,523 [DEBUG] embed_tuning: chunk_content: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. 2024-06-07 11:57:14,524 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Create a seamless customer experience Optimised customerexperiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create aseamless customer experience Research shows thatbrands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%.Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it. How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together. Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas. 2024-06-07 11:57:14,524 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops\n'), ('p', 'We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.\n')] 2024-06-07 11:57:14,525 [DEBUG] embed_tuning: chunk_content: Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. 2024-06-07 11:57:14,525 [DEBUG] embed_tuning: chunk: [('h3', 'Prototyping\n'), ('p', 'We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype.\n')] 2024-06-07 11:57:14,525 [DEBUG] embed_tuning: chunk_content: Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. 2024-06-07 11:57:14,526 [DEBUG] embed_tuning: chunk: [('h3', 'Blueprints & Roadmaps\n'), ('p', 'AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience.\n')] 2024-06-07 11:57:14,526 [DEBUG] embed_tuning: chunk_content: Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. 2024-06-07 11:57:14,527 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:14,527 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:14,528 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Improved customer satisfaction\n'), ('h3', 'Happier and more engaged employees\n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n')] 2024-06-07 11:57:14,528 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 11:57:14,528 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case VDAB\n'), ('p', "VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction.\n"), ('p', '\n')] 2024-06-07 11:57:14,529 [DEBUG] embed_tuning: chunk_content: Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. 2024-06-07 11:57:14,529 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:57:14,530 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? 2024-06-07 11:57:14,530 [DEBUG] embed_tuning: chunk: [('h3', 'End-to-end\n'), ('p', 'AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.\n'), ('p', '\n')] 2024-06-07 11:57:14,530 [DEBUG] embed_tuning: chunk_content: End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. 2024-06-07 11:57:14,531 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer & employee experience\n'), ('h3', 'Depth & breadth\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:14,531 [DEBUG] embed_tuning: chunk_content: Improved customer & employee experience Depth & breadth Get in touch with our experts 2024-06-07 11:57:14,532 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:14,532 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:14,533 [DEBUG] embed_tuning: Remaining Chunk: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience. Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. Why AE? What makes us different? End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications. Improved customer & employee experience Depth & breadth Get in touch with our experts Here to help! 2024-06-07 11:57:14,533 [DEBUG] embed_tuning: Remaining Length: 2058 2024-06-07 11:57:15,227 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:15,228 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:15,228 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:15,229 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:15,233 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 11:57:15,233 [DEBUG] embed_tuning: chunk: [('h1', 'Ideate & explore new opportunities\n'), ('h4', 'Turning inspiration into a strategic headstart\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You get lost in the hype around new technologies\n'), ('h3', 'You don’t know which ideas can offer real ROI\n'), ('h3', "It's difficult to turn new ideas into concrete actions\n"), ('h2', 'A methodology to ideate& explore new opportunities\n'), ('p', 'Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world.\n')] 2024-06-07 11:57:15,234 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. 2024-06-07 11:57:15,234 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspire\n'), ('h4', 'Ideate & vote\n'), ('h4', 'Build & explore\n'), ('h4', 'Inspire\n'), ('p', 'We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.\n')] 2024-06-07 11:57:15,235 [DEBUG] embed_tuning: chunk_content: Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. 2024-06-07 11:57:15,235 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & vote\n'), ('p', 'Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury.\n')] 2024-06-07 11:57:15,236 [DEBUG] embed_tuning: chunk_content: Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. 2024-06-07 11:57:15,236 [DEBUG] embed_tuning: chunk: [('h4', 'Build & explore\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration.\n')] 2024-06-07 11:57:15,237 [DEBUG] embed_tuning: chunk_content: Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. 2024-06-07 11:57:15,237 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Session\n'), ('h3', 'Round Tables\n'), ('h3', 'Workshops\n'), ('h3', 'Proof of Concept\n'), ('h3', 'Prototyping\n'), ('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:15,238 [DEBUG] embed_tuning: chunk_content: Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:15,238 [DEBUG] embed_tuning: chunk: [('h3', 'A look beyond the hype\n'), ('h3', 'New business opportunities\n'), ('h3', 'Competitive advantages\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'A flexible formula and clear pricing\n'), ('h3', 'Change management embedded\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:15,239 [DEBUG] embed_tuning: chunk_content: A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts 2024-06-07 11:57:15,239 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:15,239 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:15,240 [DEBUG] embed_tuning: Remaining Chunk: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions A methodology to ideate& explore new opportunities Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape. Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts Here to help! 2024-06-07 11:57:15,240 [DEBUG] embed_tuning: Remaining Length: 1963 2024-06-07 11:57:15,642 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:15,642 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:15,643 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:15,643 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:15,648 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:57:15,648 [DEBUG] embed_tuning: chunk: [('h1', 'Assess & improve your digital maturity\n'), ('h4', 'Enable your digital transformation\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'You got stuck in your transformation and need a fresh view\n'), ('h3', 'You don’t know what digital capabilities to prioritise on\n'), ('h3', 'You need a better view on required digital investments\n'), ('h2', 'A framework to assess& improve your digital maturity\n'), ('p', 'Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.\n')] 2024-06-07 11:57:15,649 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. 2024-06-07 11:57:15,649 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Project intake\n'), ('h4', 'Evaluate your current state\n'), ('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h4', 'Project intake\n'), ('p', 'During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project.\n')] 2024-06-07 11:57:15,650 [DEBUG] embed_tuning: chunk_content: Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. 2024-06-07 11:57:15,650 [DEBUG] embed_tuning: chunk: [('h4', 'Evaluate your current state\n'), ('p', 'In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge.\n')] 2024-06-07 11:57:15,650 [DEBUG] embed_tuning: chunk_content: Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. 2024-06-07 11:57:15,651 [DEBUG] embed_tuning: chunk: [('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity.\n')] 2024-06-07 11:57:15,651 [DEBUG] embed_tuning: chunk_content: Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. 2024-06-07 11:57:15,652 [DEBUG] embed_tuning: chunk: [('h3', 'Capability Framework & Capability-Based Planning\n'), ('p', 'Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change.\n')] 2024-06-07 11:57:15,652 [DEBUG] embed_tuning: chunk_content: Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. 2024-06-07 11:57:15,653 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops & Interviews\n'), ('h3', 'Maturity Assessment\n'), ('p', 'In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information.\n')] 2024-06-07 11:57:15,653 [DEBUG] embed_tuning: chunk_content: Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. 2024-06-07 11:57:15,653 [DEBUG] embed_tuning: chunk: [('h3', 'SWOT-Analysis\n'), ('p', 'The \xa0SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats.\n')] 2024-06-07 11:57:15,654 [DEBUG] embed_tuning: chunk_content: SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. 2024-06-07 11:57:15,654 [DEBUG] embed_tuning: chunk: [('h3', 'Budget Estimation Framework\n'), ('p', 'In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations.\n')] 2024-06-07 11:57:15,655 [DEBUG] embed_tuning: chunk_content: Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. 2024-06-07 11:57:15,655 [DEBUG] embed_tuning: chunk: [('h3', 'Change Management Techniques\n'), ('p', 'We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes.\n')] 2024-06-07 11:57:15,656 [DEBUG] embed_tuning: chunk_content: Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 11:57:15,656 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:15,656 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:15,657 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess& improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects,only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework. Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods andtools that help you take steps in assessing your digital maturity. Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 11:57:15,657 [DEBUG] embed_tuning: chunk: [('h3', 'Better Business & IT alignment\n'), ('h3', 'Objective and transparent decision making\n'), ('h3', 'Modernised IT Architecture\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our expert\n'), ('p', '\n')] 2024-06-07 11:57:15,658 [DEBUG] embed_tuning: chunk_content: Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert 2024-06-07 11:57:15,658 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:15,659 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:15,659 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert Here to help! 2024-06-07 11:57:15,660 [DEBUG] embed_tuning: Remaining Length: 429 2024-06-07 11:57:17,578 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:17,579 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:17,579 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:17,580 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:17,584 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:57:17,584 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 11:57:17,584 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 11:57:17,585 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 11:57:17,585 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 11:57:17,586 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-07 11:57:17,586 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-07 11:57:17,586 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-07 11:57:17,587 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:57:17,587 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-07 11:57:17,588 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-07 11:57:17,588 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-07 11:57:17,589 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-07 11:57:17,589 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 11:57:17,589 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 11:57:17,590 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 11:57:17,590 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 11:57:17,591 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 11:57:17,591 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 11:57:17,591 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-07 11:57:17,592 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-07 11:57:17,592 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 11:57:17,593 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 11:57:17,593 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-07 11:57:17,594 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-07 11:57:18,024 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:18,025 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:18,025 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:18,026 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:18,030 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 11:57:18,030 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 11:57:18,030 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 11:57:18,031 [DEBUG] embed_tuning: chunk: [('h1', 'Business & IT Architecture\n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 11:57:18,031 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 11:57:18,032 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', 'Business Architecture\n'), ('h3', 'IT Architecture\n'), ('h3', 'Data Architecture\n'), ('h3', 'Application Architecture\n'), ('h3', 'Security Architecture\n'), ('h3', 'Cloud Architecture\n'), ('p', '\n')] 2024-06-07 11:57:18,032 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture 2024-06-07 11:57:18,033 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\n')] 2024-06-07 11:57:18,033 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:57:18,033 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\n')] 2024-06-07 11:57:18,034 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. 2024-06-07 11:57:18,034 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the valueof your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data.\n')] 2024-06-07 11:57:18,035 [DEBUG] embed_tuning: chunk_content: Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. 2024-06-07 11:57:18,035 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in“just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 11:57:18,036 [DEBUG] embed_tuning: chunk_content: Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 11:57:18,036 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 11:57:18,036 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 11:57:18,037 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 11:57:18,037 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 11:57:18,038 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\n')] 2024-06-07 11:57:18,038 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. 2024-06-07 11:57:18,039 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 11:57:18,039 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 11:57:18,039 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities. Unlock the valueof your data Data architecture plays a key role in the successful realisation of your data use cases and unlockingthe value of this data. Why do we believe in“just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team. Ready to talk about architecture? 2024-06-07 11:57:18,040 [DEBUG] embed_tuning: Remaining Length: 2497 2024-06-07 11:57:18,451 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:18,452 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:18,452 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:18,453 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:18,457 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 11:57:18,458 [DEBUG] embed_tuning: chunk: [('h1', 'Re-architect your enterprise landscape\n'), ('h4', 'Future-proofing your business today\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Your IT environment no longer matches your business requirements\n'), ('h3', 'IT solutions are outdated or no longer supported\n'), ('h3', 'After a M&A, the integration of your enterprise landscape is essential\n'), ('h2', 'A methodology to re-architect your enterprise landscape\n'), ('p', 'To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals.\n')] 2024-06-07 11:57:18,458 [DEBUG] embed_tuning: chunk_content: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. 2024-06-07 11:57:18,459 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Defining the change areas\n'), ('h4', 'Elaborate your future state\n'), ('h4', 'Determine an actionable roadmap\n'), ('h4', 'Defining the change areas\n'), ('p', 'We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes.\n')] 2024-06-07 11:57:18,460 [DEBUG] embed_tuning: chunk_content: Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. 2024-06-07 11:57:18,460 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate your future state\n'), ('p', 'In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state.\n')] 2024-06-07 11:57:18,461 [DEBUG] embed_tuning: chunk_content: Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. 2024-06-07 11:57:18,461 [DEBUG] embed_tuning: chunk: [('h4', 'Determine an actionable roadmap\n'), ('p', 'In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state.\n')] 2024-06-07 11:57:18,462 [DEBUG] embed_tuning: chunk_content: Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. 2024-06-07 11:57:18,462 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape.\n')] 2024-06-07 11:57:18,463 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. 2024-06-07 11:57:18,463 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Capability Map\n'), ('p', 'With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment.\n')] 2024-06-07 11:57:18,464 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. 2024-06-07 11:57:18,464 [DEBUG] embed_tuning: chunk: [('h3', 'Reference IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:57:18,465 [DEBUG] embed_tuning: chunk_content: Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:57:18,465 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:57:18,465 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:57:18,466 [DEBUG] embed_tuning: chunk: [('h3', 'Implementation Roadmap\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:57:18,466 [DEBUG] embed_tuning: chunk_content: Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:57:18,467 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:18,467 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:18,468 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Always business-first\n'), ('p', 'Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire.\n')] 2024-06-07 11:57:18,468 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. 2024-06-07 11:57:18,468 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding ofyour business strategy, mapping your current state and developing a view onopportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affectedprocesses, people, hardware, software, and infrastructure.Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks beforewe make a detailed design of your future state. Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto re-architect your enterprise landscape. Interviews& Workshops Capability Map With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:18,469 [DEBUG] embed_tuning: chunk: [('h3', 'More than just technology\n'), ('p', 'Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:57:18,470 [DEBUG] embed_tuning: chunk_content: More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:57:18,470 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out.\n')] 2024-06-07 11:57:18,470 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. 2024-06-07 11:57:18,471 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:18,471 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts 2024-06-07 11:57:18,472 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:18,472 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:18,473 [DEBUG] embed_tuning: Remaining Chunk: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. Wealways keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertiseextends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. Get in touch with our experts Here to help! 2024-06-07 11:57:18,473 [DEBUG] embed_tuning: Remaining Length: 883 2024-06-07 11:57:18,521 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:18,521 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:18,522 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:18,522 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:18,527 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 11:57:18,527 [DEBUG] embed_tuning: chunk: [('h1', 'Make your business strategy actionable\n'), ('h4', 'A roadmap to successin a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', 'Translating strategy into action proves difficult\n'), ('h3', 'Your business could be more efficient and digitally oriented\n'), ('h3', 'Adapting to legal & regulatory compliance or new realities takes a long time\n'), ('h2', 'A methodology to make yourbusiness strategy actionable\n'), ('p', 'According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\n')] 2024-06-07 11:57:18,528 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. 2024-06-07 11:57:18,528 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 11:57:18,528 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 11:57:18,529 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 11:57:18,529 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 11:57:18,530 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\n')] 2024-06-07 11:57:18,530 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. 2024-06-07 11:57:18,530 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable.\n')] 2024-06-07 11:57:18,531 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. 2024-06-07 11:57:18,531 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews& Workshops\n'), ('h3', 'Business Capability Map\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment.\n')] 2024-06-07 11:57:18,532 [DEBUG] embed_tuning: chunk_content: Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. 2024-06-07 11:57:18,532 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 11:57:18,533 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 11:57:18,533 [DEBUG] embed_tuning: chunk: [('h3', 'Governance& Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 11:57:18,533 [DEBUG] embed_tuning: chunk_content: Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:57:18,534 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 11:57:18,534 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 11:57:18,535 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to successin a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make yourbusiness strategy actionable According to recent research,64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model.But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology. Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take stepsto make your business strategy actionable. Interviews& Workshops Business Capability Map With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains thatare performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. Governance& Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 11:57:18,535 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk.\n')] 2024-06-07 11:57:18,535 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. 2024-06-07 11:57:18,536 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 11:57:18,536 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 11:57:18,537 [DEBUG] embed_tuning: chunk: [('h3', 'We’re in this together\n'), ('h3', 'Increased revenue & reduced costs\n'), ('h3', 'Our approach, your way\n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\n')] 2024-06-07 11:57:18,537 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? 2024-06-07 11:57:18,538 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\n')] 2024-06-07 11:57:18,538 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts 2024-06-07 11:57:18,538 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 11:57:18,539 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 11:57:18,539 [DEBUG] embed_tuning: Remaining Chunk: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associatedbusiness value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first More than just technology Just enough architecture Get in touch with our experts Here to help! 2024-06-07 11:57:18,540 [DEBUG] embed_tuning: Remaining Length: 839 2024-06-07 11:57:19,106 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:19,106 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:19,107 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:19,107 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:19,111 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 11:57:19,111 [DEBUG] embed_tuning: chunk: [('p', 'IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-07 11:57:19,112 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-07 11:57:19,112 [DEBUG] embed_tuning: chunk: [('h1', 'IT Delivery & Performance\n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\n')] 2024-06-07 11:57:19,113 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. 2024-06-07 11:57:19,113 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', 'Time to market\n'), ('h3', 'IT Architecture\n'), ('h3', 'Ensuring Quality\n'), ('h3', 'Talent shortage and skills gap\n'), ('p', '\n')] 2024-06-07 11:57:19,114 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap 2024-06-07 11:57:19,114 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-07 11:57:19,114 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 11:57:19,115 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:57:19,115 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:57:19,116 [DEBUG] embed_tuning: chunk: [('h3', 'Foster yourhuman capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 11:57:19,116 [DEBUG] embed_tuning: chunk_content: Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 11:57:19,117 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 11:57:19,117 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 11:57:19,117 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. 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Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:57:19,119 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:57:19,119 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:57:19,120 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:57:19,120 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:57:19,120 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-07 11:57:19,121 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-07 11:57:19,121 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-07 11:57:19,122 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models.This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 11:57:19,446 [DEBUG] embed_tuning: chunk_content: More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 11:57:19,446 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:57:19,447 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:57:19,447 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:57:19,447 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement.We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders.We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done. Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap Our IT Delivery & Performance Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster yourhuman capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-07 11:57:22,120 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-07 11:57:22,120 [DEBUG] embed_tuning: chunk: [('h1', 'Cloud & Hybrid\n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-07 11:57:22,121 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-07 11:57:22,121 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', 'Retrofitting legacy apps to cloud-native platforms\n'), ('h3', 'Navigating cloud capabilities stalls improvement of operational processes\n'), ('h3', 'Seamlessly supporting business needs poses significant challenges\n'), ('p', '\n')] 2024-06-07 11:57:22,122 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges 2024-06-07 11:57:22,122 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:57:22,122 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:57:22,123 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:57:22,123 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:57:22,124 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 11:57:22,124 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 11:57:22,125 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 11:57:22,125 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 11:57:22,125 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:57:22,126 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:57:22,126 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. Upgrade your cloud journey! 2024-06-07 11:57:22,129 [DEBUG] embed_tuning: Remaining Length: 2377 2024-06-07 11:57:22,372 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:22,373 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:22,373 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:22,374 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:22,377 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 11:57:22,378 [DEBUG] embed_tuning: chunk: [('p', 'Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-07 11:57:22,378 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-07 11:57:22,379 [DEBUG] embed_tuning: chunk: [('h1', 'Cloud & Hybrid\n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-07 11:57:22,379 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-07 11:57:22,379 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', 'Retrofitting legacy apps to cloud-native platforms\n'), ('h3', 'Navigating cloud capabilities stalls improvement of operational processes\n'), ('h3', 'Seamlessly supporting business needs poses significant challenges\n'), ('p', '\n')] 2024-06-07 11:57:22,380 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges 2024-06-07 11:57:22,380 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Runyour digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 11:57:22,381 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 11:57:22,381 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secureyour software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 11:57:22,382 [DEBUG] embed_tuning: chunk_content: Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 11:57:22,382 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 11:57:22,382 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 11:57:22,383 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 11:57:22,383 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 11:57:22,384 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 11:57:22,384 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 11:57:22,384 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\n')] 2024-06-07 11:57:22,385 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 2024-06-07 11:57:22,385 [DEBUG] embed_tuning: chunk: [('h3', 'Upgrade your cloud journey!\n'), ('h3', '\n')] 2024-06-07 11:57:22,386 [DEBUG] embed_tuning: chunk_content: Upgrade your cloud journey! 2024-06-07 11:57:22,386 [DEBUG] embed_tuning: Remaining Chunk: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges Our Cloud & Hybrid Solutions Think, Build & Runyour digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secureyour software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation. 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Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:22,610 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:22,610 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:22,611 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:22,611 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:22,611 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:22,612 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:22,612 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:22,613 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:22,613 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:22,614 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:22,614 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:22,615 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:22,615 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,616 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:22,616 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:22,617 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,617 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:57:22,650 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:22,651 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:22,651 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:22,652 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:22,655 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:22,655 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:57:22,656 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:57:22,656 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:22,657 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:22,657 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:22,657 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:22,658 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:22,658 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:22,659 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:22,659 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:22,660 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:22,660 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:22,660 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:22,661 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:22,661 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:22,662 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,662 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:22,662 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:22,663 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,663 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:57:22,768 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:22,769 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:22,769 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:22,770 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:22,773 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:22,773 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:57:22,774 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:57:22,774 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:22,774 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:22,775 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:22,775 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:22,776 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:22,776 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:22,776 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:22,777 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:22,777 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:22,778 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:22,778 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:22,779 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:22,779 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:22,779 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,780 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:22,780 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:22,781 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:22,781 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:57:23,011 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:23,011 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:23,012 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:23,012 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:23,015 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:23,016 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:57:23,016 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:57:23,017 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:23,017 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:23,017 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:23,018 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:23,018 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:23,019 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:23,019 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:23,019 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:23,020 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:23,020 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:23,021 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:23,021 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:23,022 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:23,022 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,022 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:23,023 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:23,023 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,024 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:57:23,139 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:23,139 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:23,140 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:23,140 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:23,143 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:23,144 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:57:23,144 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:57:23,145 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:23,145 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:23,146 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:23,146 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:23,147 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:23,147 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:23,148 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:23,148 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:23,148 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:23,149 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:23,149 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:23,150 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:23,150 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:23,151 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,151 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:23,151 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:23,152 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,152 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 11:57:23,152 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 11:57:23,153 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 11:57:23,153 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 11:57:23,153 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 11:57:23,156 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 11:57:23,157 [DEBUG] embed_tuning: chunk: [('h1', 'Unlocking your business potential\n'), ('p', '\n')] 2024-06-07 11:57:23,157 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential 2024-06-07 11:57:23,158 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 11:57:23,158 [DEBUG] embed_tuning: chunk_content: Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 11:57:23,159 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 11:57:23,159 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 11:57:23,160 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\n')] 2024-06-07 11:57:23,160 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. 2024-06-07 11:57:23,160 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\n')] 2024-06-07 11:57:23,161 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. 2024-06-07 11:57:23,161 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\n')] 2024-06-07 11:57:23,162 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. 2024-06-07 11:57:23,162 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 11:57:23,163 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 11:57:23,163 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\n')] 2024-06-07 11:57:23,163 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,164 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 11:57:23,164 [DEBUG] embed_tuning: chunk_content: 2024-06-07 11:57:23,165 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential Inspire Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments. IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow. Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business. Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives. 2024-06-07 11:57:23,165 [DEBUG] embed_tuning: Remaining Length: 1407 2024-06-07 12:27:39,648 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 12:27:39,649 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 12:27:39,649 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 12:27:39,649 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 12:27:39,660 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 12:27:39,661 [DEBUG] embed_tuning: chunk: [('h3', '

\n

\n\n'), ('p', '

\n \n After 15 years of original\n \n McKinsey research on organizational transformations,\n \n \n \n 1\n \n \n \n \n \n \n \n \n \n \n \n \n the results from our latest\n \n McKinsey Global Survey\n \n Â\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.\n \n \n \n 2\n \n \n \n \n \n \n \n \n \n \n \n \n Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n

\n\n'), ('p', '

\n But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n

\n\n')] 2024-06-07 12:27:39,661 [DEBUG] embed_tuning: chunk_content:

After 15 years of original McKinsey research on organizational transformations, 1 the results from our latest McKinsey Global Survey  confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success. 2 Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.

But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.

2024-06-07 12:27:39,662 [DEBUG] embed_tuning: chunk: [('h2', '

\n The value at stake from transformations\n

\n\n'), ('p', '

\n The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).\n \n \n \n 3\n \n \n \n \n \n \n \n \n \n \n \n \n

\n\n')] 2024-06-07 12:27:39,662 [DEBUG] embed_tuning: chunk_content:

The value at stake from transformations

The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1). 3

2024-06-07 12:27:39,663 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

After 15 years of original McKinsey research on organizational transformations, 1 the results from our latest McKinsey Global Survey  confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success. 2 Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.

But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.

2024-06-07 12:27:39,663 [DEBUG] embed_tuning: chunk: [('h2', '

\n
\n Accelerate the timeline for capturing value\n
\n

\n\n'), ('p', '

\n \n Whether or not\n \n their companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.\n \n \n \n 1\n \n \n \n \n \n \n \n \n The numbers behind successful transformations\n \n ,â\x80\x9d October 17, 2019,\n \n McKinsey Quarterly\n \n .\n \n \n \n \n \n These companies typically\n \n capture 74 percent of their transformationsâ\x80\x99 value within the first 12 months\n \n â\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n

\n\n'), ('p', '

\n At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n

\n\n'), ('p', '

\n Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n

\n\n'), ('p', '

\n Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n

\n\n')] 2024-06-07 12:27:39,664 [DEBUG] embed_tuning: chunk_content:

Accelerate the timeline for capturing value

Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline. 1 The numbers behind successful transformations ,” October 17, 2019, McKinsey Quarterly . These companies typically capture 74 percent of their transformations’ value within the first 12 months —value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.

At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).

What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.

Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).

2024-06-07 12:27:39,665 [DEBUG] embed_tuning: chunk: [('h2', '

\n Three positive indicators of value capture\n

\n\n'), ('p', '

\n While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n

\n\n'), ('p', '

\n \n \n Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement.\n \n \n The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n

\n\n'), ('p', '

\n Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. In\n \n an in-depth review of 15 transformations\n \n , we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations:\n \n companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR)\n \n .\n

\n\n'), ('p', '

\n \n \n Adapting goals for employees at all levels.\n \n \n Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n

\n\n')] 2024-06-07 12:27:39,665 [DEBUG] embed_tuning: chunk_content:

Three positive indicators of value capture

While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start:

Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.

Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations , we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR) .

Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.

2024-06-07 12:27:39,666 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

The value at stake from transformations

The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1). 3

Accelerate the timeline for capturing value

Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline. 1 The numbers behind successful transformations ,” October 17, 2019, McKinsey Quarterly . These companies typically capture 74 percent of their transformations’ value within the first 12 months —value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.

At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).

What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.

Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).

2024-06-07 12:27:39,666 [DEBUG] embed_tuning: chunk: [('h2', '

\n
\n The power of influencers\n
\n

\n\n'), ('p', '

\n \n Successful transformations\n \n are also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And by\n \n â\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation\n \n . Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).\n

\n\n'), ('p', '

\n Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n

\n\n'), ('p', '

\n \n \n Allocating high performers to the highest-value initiatives.\n \n \n According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes\n \n the imporÂ\xadtance of linking business and talent priorities\n \n Â\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n

\n\n'), ('p', '

\n Other McKinsey research shows that\n \n the burden placed on these high performers can be too high\n \n . Rather than overloading high performers with too many initiatives, companies should\n \n keep these individuals focused on the biggest, and often highest-profile\n \n , initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n

\n\n'), ('p', '

\n Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n

\n\n'), ('p', '

\n \n Download â\x80\x9c\n \n Losing from day one: Why even successful transformations fall short\n \n â\x80\x9d (PDFâ\x80\x93428KB).\n \n

\n\n')] 2024-06-07 12:27:39,667 [DEBUG] embed_tuning: chunk_content:

The power of influencers

Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation . Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).

Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).

Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities  by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.

Other McKinsey research shows that the burden placed on these high performers can be too high . Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile , initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.

Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.

Download “ Losing from day one: Why even successful transformations fall short ” (PDF–428KB).

2024-06-07 12:27:39,667 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

Three positive indicators of value capture

While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start:

Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.

Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations , we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR) .

Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.

2024-06-07 12:27:39,668 [DEBUG] embed_tuning: chunk: [('h2', '

\n About the author(s)\n

\n\n'), ('p', '

\n The survey content and analysis were developed by\n \n \n Michael Bucy\n \n ,\n \n a senior partner in McKinseyâ\x80\x99s Charlotte office;\n \n \n Bill Schaninger\n \n ,\n \n a senior partner in the Philadelphia office;\n \n \n Kate VanAkin\n \n ,\n \n a senior expert in the London office; and\n \n \n Brooke Weddle\n \n ,\n \n a partner in the Washington, DC, office.\n

\n\n'), ('p', '

\n The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n

\n\n'), ('p', '

\n This update was edited by Daniella Seiler, a senior editor in the New York office.\n

\n\n')] 2024-06-07 12:27:39,668 [DEBUG] embed_tuning: chunk_content:

About the author(s)

The survey content and analysis were developed by Michael Bucy , a senior partner in McKinsey’s Charlotte office; Bill Schaninger , a senior partner in the Philadelphia office; Kate VanAkin , a senior expert in the London office; and Brooke Weddle , a partner in the Washington, DC, office.

The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.

This update was edited by Daniella Seiler, a senior editor in the New York office.

2024-06-07 12:27:39,669 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

The power of influencers

Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation . Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit).

Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).

Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities  by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.

Other McKinsey research shows that the burden placed on these high performers can be too high . Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile , initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.

Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.

Download “ Losing from day one: Why even successful transformations fall short ” (PDF–428KB).

2024-06-07 12:27:39,669 [DEBUG] embed_tuning: chunk: [('h6', '
\n TABLE OF CONTENTS\n
\n\n'), ('li', '-
  • \n \n \n The people power of transformations\n \n \n
    • \n'), ('li', '-
  • \n \n \n How to beat the transformation odds\n \n \n
    • \n'), ('li', '-
  • \n \n \n What successful transformations share\n \n \n
    • \n')] 2024-06-07 12:27:39,670 [DEBUG] embed_tuning: chunk_content:
    TABLE OF CONTENTS
    -
  • The people power of transformations
    • -
  • How to beat the transformation odds
    • -
  • What successful transformations share
    • 2024-06-07 12:27:39,670 [DEBUG] embed_tuning: chunk: [('h2', '

    \n \n The people power of transformations\n \n

    \n\n'), ('h4', '

    \n A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n

    \n\n'), ('p', '

    \n \n Organizational transformations\n \n are hard work, and according to the latest McKinsey Global Survey on the topic\n \n \n \n 4\n \n \n \n \n \n \n \n \n \n \n \n \n , companies are no more successful at overhauling their performance and organizational health than they were ten years ago\n \n \n \n 5\n \n \n \n \n \n \n \n \n How to beat the transformation odds\n \n ,â\x80\x9d April 2015.\n \n \n \n \n \n . A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n

    \n\n'), ('p', '

    \n Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n

    \n\n'), ('p', '

    \n Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.\n \n \n \n 6\n \n \n \n \n \n \n \n \n \n \n \n \n For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n

    \n\n')] 2024-06-07 12:27:39,671 [DEBUG] embed_tuning: chunk_content:

    The people power of transformations

    A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.

    Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic 4 , companies are no more successful at overhauling their performance and organizational health than they were ten years ago 5 How to beat the transformation odds ,” April 2015. . A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.

    Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.

    Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation. 6 For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.

    2024-06-07 12:27:39,671 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    About the author(s)

    The survey content and analysis were developed by Michael Bucy , a senior partner in McKinsey’s Charlotte office; Bill Schaninger , a senior partner in the Philadelphia office; Kate VanAkin , a senior expert in the London office; and Brooke Weddle , a partner in the Washington, DC, office.

    The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.

    This update was edited by Daniella Seiler, a senior editor in the New York office.

    TABLE OF CONTENTS
    -
  • The people power of transformations
    • -
  • How to beat the transformation odds
    • -
  • What successful transformations share
    • 2024-06-07 12:27:39,672 [DEBUG] embed_tuning: chunk: [('h2', '

    \n Look beyond the C-suite\n

    \n\n'), ('p', '

    \n Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,\n \n \n \n 7\n \n \n \n \n \n \n \n \n \n \n \n \n suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n

    \n\n'), ('p', '

    \n What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n

    \n\n'), ('p', '

    \n Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.\n \n \n \n 8\n \n \n \n \n \n \n \n \n \n \n \n \n Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n

    \n\n'), ('p', '

    \n Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n

    \n\n')] 2024-06-07 12:27:39,672 [DEBUG] embed_tuning: chunk_content:

    Look beyond the C-suite

    Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed, 7 suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.

    What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).

    Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower. 8 Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.

    It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.

    2024-06-07 12:27:39,673 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    The people power of transformations

    A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.

    Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic 4 , companies are no more successful at overhauling their performance and organizational health than they were ten years ago 5 How to beat the transformation odds ,” April 2015. . A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.

    Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.

    Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation. 6 For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.

    2024-06-07 12:27:39,674 [DEBUG] embed_tuning: chunk: [('h2', '

    \n The difference that good communication makes\n

    \n\n'), ('p', '

    \n While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In\n \n our previous survey\n \n , the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.\n \n \n \n 9\n \n \n \n \n \n \n \n \n \n \n \n \n

    \n\n'), ('p', '

    \n This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n

    \n\n'), ('p', '

    \n Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n

    \n\n')] 2024-06-07 12:27:39,674 [DEBUG] embed_tuning: chunk_content:

    The difference that good communication makes

    While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey , the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort. 9

    This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.

    Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.

    2024-06-07 12:27:39,675 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Look beyond the C-suite

    Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed, 7 suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.

    What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).

    Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower. 8 Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.

    It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.

    2024-06-07 12:27:39,675 [DEBUG] embed_tuning: chunk: [('h2', '

    \n The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n

    \n\n'), ('h2', '

    \n
    \n A transformationâ\x80\x99s critical roles\n
    \n

    \n\n'), ('p', '

    \n We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n

    \n\n'), ('li', '-
  • \n \n CEO.\n \n In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.\n
    • \n'), ('li', '-
  • \n \n Senior leaders.\n \n Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.\n
    • \n'), ('li', '-
  • \n \n Human-resources leaders.\n \n Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.\n
    • \n'), ('li', '-
  • \n \n Leaders of program-management offices (PMOs) or transformation offices.\n \n PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.\n
    • \n'), ('li', '-
  • \n \n Initiative leaders.\n \n The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.\n
    • \n'), ('li', '-
  • \n \n Line managers.\n \n Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.\n
    • \n'), ('li', '-
  • \n \n Change agents.\n \n Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.\n
    • \n'), ('p', '

    \n Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n

    \n\n'), ('p', '

    \n With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n

    \n\n'), ('p', '

    \n Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n

    \n\n'), ('p', '

    \n In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n

    \n\n')] 2024-06-07 12:27:39,676 [DEBUG] embed_tuning: chunk_content:

    The people—and people strategies—that make transformations work

    A transformation’s critical roles

    We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:

    -
  • CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.
    • -
  • Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.
    • -
  • Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.
    • -
  • Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.
    • -
  • Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.
    • -
  • Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.
    • -
  • Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.

    • Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.

    With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.

    Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.

    In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).

    2024-06-07 12:27:39,676 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    The difference that good communication makes

    While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey , the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort. 9

    This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.

    Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.

    2024-06-07 12:27:39,677 [DEBUG] embed_tuning: chunk: [('h2', '

    \n Looking ahead\n

    \n\n'), ('p', '

    \n In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n

    \n\n'), ('li', '-
  • \n \n Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line.\n \n When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.\n
    • \n'), ('li', '-
  • \n \n Involve HR as a strategic partner.\n \n Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.\n
    • \n'), ('li', '-
  • \n \n Engage employees through new channels.\n \n The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.\n
    • \n'), ('p', '

    \n \n Download â\x80\x9c\n \n The people power of transformations\n \n â\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n \n

    \n\n')] 2024-06-07 12:27:39,677 [DEBUG] embed_tuning: chunk_content:

    Looking ahead

    In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:

    -
  • Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.
    • -
  • Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.
    • -
  • Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.

    • Download “ The people power of transformations ” (PDF–2.6MB).

    2024-06-07 12:27:39,678 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    The people—and people strategies—that make transformations work

    A transformation’s critical roles

    We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:

    -
  • CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.
    • -
  • Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.
    • -
  • Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.
    • -
  • Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.
    • -
  • Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.
    • -
  • Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.
    • -
  • Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.

    • Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.

    With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.

    Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.

    In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).

    2024-06-07 12:27:39,679 [DEBUG] embed_tuning: chunk: [('h2', '

    \n About the author(s)\n

    \n\n'), ('p', '

    \n The contributors to the development and analysis of this survey include\n \n \n Dana Maor\n \n ,\n \n a senior partner in McKinseyâ\x80\x99s Tel Aviv office;\n \n \n Angelika Reich\n \n ,\n \n a partner in the Zurich office; and\n \n Lara Yocarini,\n \n an associate partner in the Paris office.\n

    \n\n'), ('p', '

    \n They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n

    \n\n'), ('p', '

    \n This update was edited by Daniella Seiler, a senior editor in the New York office.\n

    \n\n')] 2024-06-07 12:27:39,679 [DEBUG] embed_tuning: chunk_content:

    About the author(s)

    The contributors to the development and analysis of this survey include Dana Maor , a senior partner in McKinsey’s Tel Aviv office; Angelika Reich , a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.

    They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.

    This update was edited by Daniella Seiler, a senior editor in the New York office.

    2024-06-07 12:27:39,679 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Looking ahead

    In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:

    -
  • Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.
    • -
  • Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.
    • -
  • Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.

    • Download “ The people power of transformations ” (PDF–2.6MB).

    2024-06-07 12:27:39,680 [DEBUG] embed_tuning: chunk: [('h2', '

    \n \n How to beat the transformation odds\n \n

    \n\n'), ('h4', '

    \n Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n

    \n\n'), ('p', '

    \n \n After years of McKinsey\n \n research on organizational transformations,\n \n \n \n 10\n \n \n \n \n \n \n \n \n What successful transformations share: McKinsey Global Survey results\n \n ,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees.\n \n \n \n \n \n the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.\n \n \n \n 11\n \n \n \n \n \n \n \n \n \n \n \n \n Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.\n \n \n \n 12\n \n \n \n \n \n \n \n \n \n \n \n \n

    \n\n'), ('p', '

    \n But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.\n \n \n \n 13\n \n \n \n \n \n \n \n \n Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage\n \n \n , first edition, Hoboken, NJ: John Wiley & Sons, 2011.\n \n \n \n \n \n At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met\n \n \n \n 14\n \n \n \n \n \n \n \n \n \n The lean management enterprise\n \n \n , January 2014.\n \n \n \n \n \n . By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n

    \n\n')] 2024-06-07 12:27:39,681 [DEBUG] embed_tuning: chunk_content:

    How to beat the transformation odds

    Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.

    After years of McKinsey research on organizational transformations, 10 What successful transformations share: McKinsey Global Survey results ,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed. 11 Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same. 12

    But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation. 13 Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met 14 The lean management enterprise , January 2014. . By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.

    2024-06-07 12:27:39,681 [DEBUG] embed_tuning: chunk: [('h3', '

    \n The power of actionâ\x80\x94and communication\n

    \n\n'), ('h2', '

    \n
    \n The 24 actions of transformation\n
    \n

    \n\n'), ('p', '

    \n In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n

    \n\n'), ('li', '-
  • \n Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success\n
    • \n'), ('li', '-
  • \n Everyone can see how his or her work relates to organizationâ\x80\x99s vision\n
    • \n'), ('li', '-
  • \n Leaders role-modeled the behavior changes they were asking employees to make\n
    • \n'), ('li', '-
  • \n All personnel adapt their day-to-day capacity to changes in customer demand\n
    • \n'), ('li', '-
  • \n Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work\n
    • \n'), ('li', '-
  • \n Everyone is actively engaged in identifying errors before they reach customers\n
    • \n'), ('li', '-
  • \n Best practices are systematically identified, shared, and improved upon\n
    • \n'), ('li', '-
  • \n The organization develops its people so that they can surpass expectations for performance\n
    • \n'), ('li', '-
  • \n Managers know that their primary role is to lead and develop their teams\n
    • \n'), ('li', '-
  • \n Performance evaluations held initiative leaders accountable for their transformation contributions\n
    • \n'), ('li', '-
  • \n Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals\n
    • \n'), ('li', '-
  • \n Roles and responsibilities in the transformation were clearly defined\n
    • \n'), ('li', '-
  • \n All personnel are fully engaged in meeting their individual goals and targets\n
    • \n'), ('li', '-
  • \n Sufficient personnel were allocated to support initiative implementation\n
    • \n'), ('li', '-
  • \n Expectations for new behaviors were incorporated directly into annual performance reviews\n
    • \n'), ('li', '-
  • \n At every level of the organization, key roles for the transformation were held by employees who actively supported it\n
    • \n'), ('li', '-
  • \n Transformation goals were adapted for relevant employees at all levels of the organization\n
    • \n'), ('li', '-
  • \n Initiatives were led by line managers as part of their day-to-day responsibilities\n
    • \n'), ('li', '-
  • \n The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)\n
    • \n'), ('li', '-
  • \n A capability-building program was designed to enable employees to meet transformation goals\n
    • \n'), ('li', '-
  • \n Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work\n
    • \n'), ('li', '-
  • \n A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability\n
    • \n'), ('li', '-
  • \n Leaders of initiatives received change-leadership training during the transformation\n
    • \n'), ('li', '-
  • \n A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation\n
    • \n'), ('p', '

    \n To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n

    \n\n'), ('p', '

    \n While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n

    \n\n'), ('p', '

    \n It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n

    \n\n')] 2024-06-07 12:27:39,682 [DEBUG] embed_tuning: chunk_content:

    The power of action—and communication

    The 24 actions of transformation

    In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.

    -
  • Senior managers communicated openly across the organization about the transformation’s progress and success
    • -
  • Everyone can see how his or her work relates to organization’s vision
    • -
  • Leaders role-modeled the behavior changes they were asking employees to make
    • -
  • All personnel adapt their day-to-day capacity to changes in customer demand
    • -
  • Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work
    • -
  • Everyone is actively engaged in identifying errors before they reach customers
    • -
  • Best practices are systematically identified, shared, and improved upon
    • -
  • The organization develops its people so that they can surpass expectations for performance
    • -
  • Managers know that their primary role is to lead and develop their teams
    • -
  • Performance evaluations held initiative leaders accountable for their transformation contributions
    • -
  • Leaders used a consistent change story to align organization around the transformation’s goals
    • -
  • Roles and responsibilities in the transformation were clearly defined
    • -
  • All personnel are fully engaged in meeting their individual goals and targets
    • -
  • Sufficient personnel were allocated to support initiative implementation
    • -
  • Expectations for new behaviors were incorporated directly into annual performance reviews
    • -
  • At every level of the organization, key roles for the transformation were held by employees who actively supported it
    • -
  • Transformation goals were adapted for relevant employees at all levels of the organization
    • -
  • Initiatives were led by line managers as part of their day-to-day responsibilities
    • -
  • The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)
    • -
  • A capability-building program was designed to enable employees to meet transformation goals
    • -
  • Teams start each day with a formal discussion about the previous day’s results and current day’s work
    • -
  • A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability
    • -
  • Leaders of initiatives received change-leadership training during the transformation
    • -
  • A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation

    • To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.

    While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.

    It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.

    2024-06-07 12:27:39,683 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    About the author(s)

    The contributors to the development and analysis of this survey include Dana Maor , a senior partner in McKinsey’s Tel Aviv office; Angelika Reich , a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.

    They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.

    This update was edited by Daniella Seiler, a senior editor in the New York office.

    How to beat the transformation odds

    Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.

    After years of McKinsey research on organizational transformations, 10 What successful transformations share: McKinsey Global Survey results ,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed. 11 Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same. 12

    But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation. 13 Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage , first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met 14 The lean management enterprise , January 2014. . By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.

    2024-06-07 12:27:39,683 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Lead, donâ\x80\x99t manage\n

    \n\n'), ('p', '

    \n According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n

    \n\n'), ('p', '

    \n But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n

    \n\n'), ('p', '

    \n A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n

    \n\n')] 2024-06-07 12:27:39,684 [DEBUG] embed_tuning: chunk_content:

    Lead, don’t manage

    According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.

    But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.

    A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).

    2024-06-07 12:27:39,684 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    The power of action—and communication

    The 24 actions of transformation

    In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.

    -
  • Senior managers communicated openly across the organization about the transformation’s progress and success
    • -
  • Everyone can see how his or her work relates to organization’s vision
    • -
  • Leaders role-modeled the behavior changes they were asking employees to make
    • -
  • All personnel adapt their day-to-day capacity to changes in customer demand
    • -
  • Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work
    • -
  • Everyone is actively engaged in identifying errors before they reach customers
    • -
  • Best practices are systematically identified, shared, and improved upon
    • -
  • The organization develops its people so that they can surpass expectations for performance
    • -
  • Managers know that their primary role is to lead and develop their teams
    • -
  • Performance evaluations held initiative leaders accountable for their transformation contributions
    • -
  • Leaders used a consistent change story to align organization around the transformation’s goals
    • -
  • Roles and responsibilities in the transformation were clearly defined
    • -
  • All personnel are fully engaged in meeting their individual goals and targets
    • -
  • Sufficient personnel were allocated to support initiative implementation
    • -
  • Expectations for new behaviors were incorporated directly into annual performance reviews
    • -
  • At every level of the organization, key roles for the transformation were held by employees who actively supported it
    • -
  • Transformation goals were adapted for relevant employees at all levels of the organization
    • -
  • Initiatives were led by line managers as part of their day-to-day responsibilities
    • -
  • The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)
    • -
  • A capability-building program was designed to enable employees to meet transformation goals
    • -
  • Teams start each day with a formal discussion about the previous day’s results and current day’s work
    • -
  • A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability
    • -
  • Leaders of initiatives received change-leadership training during the transformation
    • -
  • A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation

    • To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.

    While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.

    It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.

    2024-06-07 12:27:39,685 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Choose the right people and empower them\n

    \n\n'), ('p', '

    \n An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.\n \n \n \n 15\n \n \n \n \n \n \n \n \n \n \n \n \n

    \n\n'), ('p', '

    \n According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n

    \n\n')] 2024-06-07 12:27:39,686 [DEBUG] embed_tuning: chunk_content:

    Choose the right people and empower them

    An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles. 15

    According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.

    2024-06-07 12:27:39,686 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Prepare for continuous improvement\n

    \n\n'), ('p', '

    \n Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n

    \n\n'), ('p', '

    \n For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n

    \n\n'), ('p', '

    \n Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations\n \n had\n \n implemented daily discussions were twice as likely as others to report success.\n

    \n\n')] 2024-06-07 12:27:39,687 [DEBUG] embed_tuning: chunk_content:

    Prepare for continuous improvement

    Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.

    For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.

    Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.

    2024-06-07 12:27:39,687 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Lead, don’t manage

    According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.

    But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.

    A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).

    Choose the right people and empower them

    An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles. 15

    According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.

    2024-06-07 12:27:39,688 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Looking ahead\n

    \n\n'), ('p', '

    \n \n Focus on people, not the project\n \n . Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n

    \n\n'), ('p', '

    \n \n Communicate continually\n \n . When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n

    \n\n'), ('p', '

    \n \n Take more action\n \n . Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n

    \n\n'), ('p', '

    \n \n Download â\x80\x9c\n \n How to beat the transformation odds\n \n â\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n \n

    \n\n')] 2024-06-07 12:27:39,688 [DEBUG] embed_tuning: chunk_content:

    Looking ahead

    Focus on people, not the project . Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.

    Communicate continually . When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.

    Take more action . Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.

    Download “ How to beat the transformation odds ” (PDF–1.6 KB).

    2024-06-07 12:27:39,689 [DEBUG] embed_tuning: chunk: [('h2', '

    \n About the author(s)\n

    \n\n'), ('p', '

    \n The contributors to the development and analysis of this survey include\n \n David Jacquemont\n \n , a principal in McKinseyâ\x80\x99s Paris office;\n \n Dana Maor\n \n , a principal in the Tel Aviv office; and\n \n Angelika Reich\n \n , an associate principal in the Zurich office.\n

    \n\n'), ('p', '

    \n They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n

    \n\n'), ('p', '

    \n This update was edited by Daniella Seiler, a senior editor in the New York office.\n

    \n\n')] 2024-06-07 12:27:39,689 [DEBUG] embed_tuning: chunk_content:

    About the author(s)

    The contributors to the development and analysis of this survey include David Jacquemont , a principal in McKinsey’s Paris office; Dana Maor , a principal in the Tel Aviv office; and Angelika Reich , an associate principal in the Zurich office.

    They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.

    This update was edited by Daniella Seiler, a senior editor in the New York office.

    2024-06-07 12:27:39,689 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Prepare for continuous improvement

    Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.

    For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.

    Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.

    Looking ahead

    Focus on people, not the project . Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.

    Communicate continually . When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.

    Take more action . Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.

    Download “ How to beat the transformation odds ” (PDF–1.6 KB).

    2024-06-07 12:27:39,690 [DEBUG] embed_tuning: chunk: [('h2', '

    \n \n What successful transformations share\n \n

    \n\n'), ('h4', '

    \n When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n

    \n\n'), ('p', '

    \n \n Over years of research\n \n and client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.\n \n \n \n 16\n \n \n \n \n \n \n \n \n \n \n \n \n In this latest survey of executives from around the world,\n \n \n \n 17\n \n \n \n \n \n \n \n \n \n \n \n \n weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n

    \n\n'), ('p', '

    \n The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n

    \n\n'), ('p', '

    \n By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n

    \n\n')] 2024-06-07 12:27:39,691 [DEBUG] embed_tuning: chunk_content:

    What successful transformations share

    When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.

    Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership. 16 In this latest survey of executives from around the world, 17 we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.

    The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).

    By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.

    2024-06-07 12:27:39,691 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Building a clear structure collaboratively\n

    \n\n'), ('p', '

    \n This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n

    \n\n'), ('p', '

    \n Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n

    \n\n'), ('p', '

    \n Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.\n \n \n \n 18\n \n \n \n \n \n \n \n \n \n \n \n \n

    \n\n')] 2024-06-07 12:27:39,692 [DEBUG] embed_tuning: chunk_content:

    Building a clear structure collaboratively

    This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.

    Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.

    Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations. 18

    2024-06-07 12:27:39,692 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    About the author(s)

    The contributors to the development and analysis of this survey include David Jacquemont , a principal in McKinsey’s Paris office; Dana Maor , a principal in the Tel Aviv office; and Angelika Reich , an associate principal in the Zurich office.

    They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.

    This update was edited by Daniella Seiler, a senior editor in the New York office.

    What successful transformations share

    When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.

    Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership. 16 In this latest survey of executives from around the world, 17 we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.

    The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).

    By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.

    2024-06-07 12:27:39,693 [DEBUG] embed_tuning: chunk: [('h3', '

    \n Engaging employees\n

    \n\n'), ('p', '

    \n Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n

    \n\n'), ('p', '

    \n Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n

    \n\n')] 2024-06-07 12:27:39,693 [DEBUG] embed_tuning: chunk_content:

    Engaging employees

    Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.

    Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.

    2024-06-07 12:27:39,694 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Building a clear structure collaboratively

    This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.

    Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.

    Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations. 18

    2024-06-07 12:27:39,694 [DEBUG] embed_tuning: chunk: [('h5', '
    \n
    \n Keys to success\n
    \n
    \n\n'), ('h3', '

    \n Leadership and capabilities\n

    \n\n'), ('p', '

    \n Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n

    \n\n'), ('p', '

    \n Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.\n \n \n \n 19\n \n \n \n \n \n \n \n \n \n \n \n \n One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n

    \n\n')] 2024-06-07 12:27:39,695 [DEBUG] embed_tuning: chunk_content:
    Keys to success

    Leadership and capabilities

    Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.

    Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement. 19 One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.

    2024-06-07 12:27:39,695 [DEBUG] embed_tuning: chunk: [('h2', '

    \n Accentuate the positive\n

    \n\n'), ('p', '

    \n We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n

    \n\n')] 2024-06-07 12:27:39,696 [DEBUG] embed_tuning: chunk_content:

    Accentuate the positive

    We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).

    2024-06-07 12:27:39,696 [DEBUG] embed_tuning: Adding chunk to actual_chunks:

    Engaging employees

    Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.

    Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.

    Keys to success

    Leadership and capabilities

    Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.

    Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement. 19 One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.

    2024-06-07 12:27:39,697 [DEBUG] embed_tuning: chunk: [('h5', '
    \n
    \n Assessing strengths, opportunities, and problems\n
    \n
    \n\n'), ('h2', '

    \n Looking ahead\n

    \n\n'), ('li', '-
  • \n Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.\n
    • \n'), ('li', '-
  • \n It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.\n
    • \n'), ('li', '-
  • \n Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.\n
    • \n'), ('p', '

    \n \n Download â\x80\x9c\n \n What successful transformations share\n \n â\x80\x9d (PDFâ\x80\x93472 KB).\n \n

    \n\n')] 2024-06-07 12:27:39,697 [DEBUG] embed_tuning: chunk_content:
    Assessing strengths, opportunities, and problems

    Looking ahead

    -
  • Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.
    • -
  • It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.
    • -
  • Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.

    • Download “ What successful transformations share ” (PDF–472 KB).

    2024-06-07 12:27:39,698 [DEBUG] embed_tuning: chunk: [('h2', '

    \n About the author(s)\n

    \n\n'), ('p', '

    \n Contributors to the development and analysis of this survey include\n \n \n Scott Keller\n \n ,\n \n a principal in McKinseyâ\x80\x99s Chicago office;\n \n Mary Meaney,\n \n a principal in the London office; and\n \n Caroline Pung,\n \n a consultant in that office.\n

    \n\n'), ('p', '

    \n They would also like to acknowledge the contributions of Caroline Limet.\n

    \n\n')] 2024-06-07 12:27:39,698 [DEBUG] embed_tuning: chunk_content:

    About the author(s)

    Contributors to the development and analysis of this survey include Scott Keller , a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.

    They would also like to acknowledge the contributions of Caroline Limet.

    2024-06-07 12:27:39,698 [DEBUG] embed_tuning: Remaining Chunk:

    Accentuate the positive

    We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).

    Assessing strengths, opportunities, and problems

    Looking ahead

    -
  • Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.
    • -
  • It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.
    • -
  • Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.

    • Download “ What successful transformations share ” (PDF–472 KB).

    About the author(s)

    Contributors to the development and analysis of this survey include Scott Keller , a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.

    They would also like to acknowledge the contributions of Caroline Limet.

    2024-06-07 12:27:39,699 [DEBUG] embed_tuning: Remaining Length: 2348 2024-06-07 13:21:50,791 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 13:21:50,792 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 13:21:50,792 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 13:21:50,793 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 13:21:50,802 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 13:21:50,803 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010. the results from our latest McKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 13:21:50,803 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:21:50,804 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 13:21:50,804 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 13:21:50,805 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:21:50,806 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 13:21:50,806 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:21:50,807 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 13:21:50,807 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 13:21:50,808 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:21:50,808 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And by â\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-07 13:21:50,809 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:21:50,809 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinseyâ\x80\x99s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:21:50,810 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:21:50,810 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:21:50,811 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 13:21:50,811 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 13:21:50,812 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 13:21:50,812 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:21:50,813 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 13:21:50,813 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:21:50,814 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:21:50,814 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 13:21:50,815 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:21:50,815 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:21:50,816 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 13:21:50,816 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:21:50,817 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:21:50,817 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-07 13:21:50,818 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:21:50,818 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:21:50,819 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinseyâ\x80\x99s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:21:50,819 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:21:50,820 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:21:50,820 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 13:21:50,821 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:21:50,821 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 13:21:50,822 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:21:50,822 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:21:50,823 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 13:21:50,823 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 13:21:50,824 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:21:50,824 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 13:21:50,825 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:21:50,825 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 13:21:50,826 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 13:21:50,826 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:21:50,827 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-07 13:21:50,827 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:21:50,828 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinseyâ\x80\x99s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:21:50,828 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:21:50,829 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:21:50,829 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 13:21:50,830 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:21:50,830 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-07 13:21:50,831 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 13:21:50,831 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:21:50,831 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 13:21:50,832 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:21:50,832 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-07 13:21:50,833 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 13:21:50,833 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:21:50,834 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 13:21:50,834 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 13:21:50,835 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-07 13:21:50,835 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:21:50,836 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinseyâ\x80\x99s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 13:21:50,836 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:21:50,836 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:21:50,837 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:21:50,837 [DEBUG] embed_tuning: Remaining Length: 314 2024-06-07 13:36:39,895 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 13:36:39,896 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 13:36:39,896 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 13:36:39,897 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 13:36:39,906 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 13:36:39,907 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010. the results from our latest McKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 13:36:39,908 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:36:39,908 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 13:36:39,909 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 13:36:39,910 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:36:39,910 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 13:36:39,911 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:36:39,911 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 13:36:39,912 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 13:36:39,913 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:36:39,913 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And by â\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-07 13:36:39,914 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:36:39,915 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinseyâ\x80\x99s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:36:39,915 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:36:39,916 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:36:39,916 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 13:36:39,917 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 13:36:39,917 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 13:36:39,918 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:36:39,919 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 13:36:39,920 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:36:39,921 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:36:39,921 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 13:36:39,922 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:36:39,923 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:36:39,924 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 13:36:39,925 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:36:39,925 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:36:39,926 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-07 13:36:39,927 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:36:39,928 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:36:39,928 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinseyâ\x80\x99s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:36:39,929 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:36:39,930 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:36:39,930 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 13:36:39,931 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:36:39,931 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 13:36:39,932 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:36:39,933 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:36:39,933 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 13:36:39,934 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 13:36:39,935 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:36:39,935 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 13:36:39,936 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:36:39,937 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 13:36:39,937 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 13:36:39,938 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:36:39,938 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-07 13:36:39,939 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:36:39,940 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinseyâ\x80\x99s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:36:39,940 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:36:39,941 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:36:39,941 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 13:36:39,942 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:36:39,943 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-07 13:36:39,943 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 13:36:39,944 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:36:39,944 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 13:36:39,945 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:36:39,946 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-07 13:36:39,946 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 13:36:39,947 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:36:39,948 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 13:36:39,948 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 13:36:39,948 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-07 13:36:39,949 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:36:39,950 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinseyâ\x80\x99s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 13:36:39,950 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:36:39,951 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:36:39,951 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:36:39,952 [DEBUG] embed_tuning: Remaining Length: 314 2024-06-07 13:51:32,168 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 13:51:32,169 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 13:51:32,169 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 13:51:32,170 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 13:51:32,179 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 13:51:32,180 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see â\x80\x9cThe people power of transformations,â\x80\x9d February 10, 2017; â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 1, 2015; and â\x80\x9cWhat successful transformations share,â\x80\x9d March 1, 2010. the results from our latest McKinsey Global SurveyÂ\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: â\x80\x9cMore than 70 percent of needed change either fails to be launched â\x80¦ [or] to be completedâ\x80\x9d (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and â\x80\x9cthe same appalling 70 percent figureâ\x80\x9d for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While weâ\x80\x99ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondentsâ\x80\x94all of whom had been part of a transformation in the past five yearsâ\x80\x94say their companiesâ\x80\x99 transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations donâ\x80\x99t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformationâ\x80\x99s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value captureâ\x80\x94and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 13:51:32,181 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:51:32,181 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no shortÂ\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformationâ\x80\x99s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformationâ\x80\x99s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 13:51:32,182 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 13:51:32,182 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 13:51:32,183 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companiesâ\x80\x99 transÂ\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinseyâ\x80\x99s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, â\x80\x9cThe numbers behind successful transformations,â\x80\x9d October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformationsâ\x80\x99 value within the first 12 monthsâ\x80\x94value that can then be reinvested into new transforÂ\xadmation initiatives, creating a virtuous cycle of improvement thatâ\x80\x99s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, thereâ\x80\x99s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformationâ\x80\x99s timeline, see sidebar â\x80\x9cAccelerate the timeline for capturing valueâ\x80\x9d).\n'), ('p', 'Whatâ\x80\x99s more, while much of a transformationâ\x80\x99s value loss (55 percent) occurs during and after implemenÂ\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companiesâ\x80\x99 transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a companyâ\x80\x99s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can helpâ\x80\x94and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 13:51:32,184 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:51:32,185 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transformaÂ\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformationâ\x80\x99s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and whatâ\x80\x99s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. Itâ\x80\x99s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they donâ\x80\x99t know how they connect to the transformation, their behaviors and how work gets done wonâ\x80\x99t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformationâ\x80\x99s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 13:51:32,185 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 13:51:32,186 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 13:51:32,187 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencersâ\x80\x94that is, influential people whom other employees look to for input, advice, or ideasâ\x80\x94directly in the transformation. And by â\x80\x9cinvolvement,â\x80\x9d we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformationâ\x80\x99s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar â\x80\x9cThe power of influencersâ\x80\x9d) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the imporÂ\xadtance of linking business and talent prioritiesÂ\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, itâ\x80\x99s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companiesâ\x80\x99 transformation efforts remain stuck. The 30 percent success rate hasnâ\x80\x99t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that itâ\x80\x99s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then itâ\x80\x99s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download â\x80\x9cLosing from day one: Why even successful transformations fall shortâ\x80\x9d (PDFâ\x80\x93428KB).\n')] 2024-06-07 13:51:32,188 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:51:32,188 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinseyâ\x80\x99s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:51:32,189 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:51:32,189 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 13:51:32,190 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 13:51:32,190 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 13:51:32,191 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformationâ\x80\x94a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilitiesâ\x80\x94as one that successfully improved an organizationâ\x80\x99s performance and equipped it for sustained, long-term performance. See â\x80\x9cHow to beat the transformation odds,â\x80\x9d April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformationâ\x80\x99s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companiesâ\x80\x99 transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 13:51:32,191 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:51:32,192 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organizationâ\x80\x99s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managersâ\x80\x94who oversee frontline work and whose activities are directly affected by transformation initiativesâ\x80\x94are engaged in the effort.\n'), ('p', 'Itâ\x80\x99s not surprising, then, that these groups are the least likely to view their companiesâ\x80\x99 transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 13:51:32,193 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:51:32,193 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 13:51:32,194 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformationâ\x80\x99s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondentsâ\x80\x94and 11 percent at companies with failed transformationsâ\x80\x94say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This yearâ\x80\x99s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communicationâ\x80\x94for example, communicating about the need for the transformation and the transformationâ\x80\x99s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effortâ\x80\x99s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformationâ\x80\x99s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 13:51:32,195 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:51:32,196 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 13:51:32,197 [DEBUG] embed_tuning: chunk: [('h2', 'The peopleâ\x80\x94and people strategiesâ\x80\x94that make transformations work\n'), ('h2', 'A transformationâ\x80\x99s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, hereâ\x80\x99s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organizationâ\x80\x94on both the changes that will take place and the desired outcomesâ\x80\x94and replace people on their teams who arenâ\x80\x99t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical playerâ\x80\x94apart from other senior leadersâ\x80\x94in their transformationsâ\x80\x99 outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employeesâ\x80\x99 day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organizationâ\x80\x99s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front lineâ\x80\x94whose involvement and buy-in is so important to a transformationâ\x80\x99s outcomeâ\x80\x94their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agentsâ\x80\x94that is, employees who dedicate significant time to working as facilitators or agents of the transformationâ\x80\x94are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isnâ\x80\x99t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, â\x80\x9cA transformationâ\x80\x99s critical rolesâ\x80\x9d). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, itâ\x80\x99s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformationâ\x80\x99sâ\x80\x94though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondentsâ\x80\x94and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific rolesâ\x80\x94and identifying how employees can contribute most to a transformationâ\x80\x94companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who arenâ\x80\x99t personally committed to the changes being made. But when they do, the organizationâ\x80\x99s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 13:51:32,197 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:51:32,199 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 13:51:32,199 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Showâ\x80\x94donâ\x80\x99t tellâ\x80\x94progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformationâ\x80\x99s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organizationâ\x80\x99s cultural pulse, and progress parties celebrating a transformationâ\x80\x99s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformationâ\x80\x99s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organizationâ\x80\x94in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organizationâ\x80\x99s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download â\x80\x9cThe people power of transformationsâ\x80\x9dÂ\xa0(PDFâ\x80\x932.6MB).\n')] 2024-06-07 13:51:32,200 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:51:32,201 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 13:51:32,202 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinseyâ\x80\x99s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:51:32,203 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:51:32,203 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 13:51:32,204 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, â\x80\x9cOrganizing for successful change management: A McKinsey Global Survey,â\x80\x9d July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, â\x80\x9cWhat successful transformations share: McKinsey Global Survey results,â\x80\x9d March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companiesâ\x80\x99 transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondentâ\x80\x99s nation to global GDP. Today, just 26 percent of respondents say the transformations theyâ\x80\x99re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizationsâ\x80\x99 transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five â\x80\x9cframes,â\x80\x9d of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rateâ\x80\x94three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformationâ\x80\x99s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondentsâ\x80\x99 organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 13:51:32,204 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:51:32,205 [DEBUG] embed_tuning: chunk: [('h3', 'The power of actionâ\x80\x94and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformationâ\x80\x99s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s progress and success'), ('li', '- Everyone can see how his or her work relates to organizationâ\x80\x99s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformationâ\x80\x99s implications for individualsâ\x80\x99 day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformationâ\x80\x99s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous dayâ\x80\x99s results and current dayâ\x80\x99s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformationâ\x80\x99s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformationâ\x80\x99s five stages (see sidebar, â\x80\x9cThe 24 actions of transformationâ\x80\x9d). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percentâ\x80\x94about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformationâ\x80\x99s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformationâ\x80\x99s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesnâ\x80\x99t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 13:51:32,205 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:51:32,206 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 13:51:32,207 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, donâ\x80\x99t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the companyâ\x80\x99s day-to-day work. It canâ\x80\x99t be delegated to a project-management office or central teamâ\x80\x94the presence (or not) of which has no clear bearing on a transformationâ\x80\x99s successâ\x80\x94while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes theyâ\x80\x99re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformationâ\x80\x99s initiatives.\n'), ('p', 'But even if theyâ\x80\x99re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didnâ\x80\x99t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companiesâ\x80\x99 transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leadersâ\x80\x94only 22 percentâ\x80\x94say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 13:51:32,207 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 13:51:32,208 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 13:51:32,208 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, itâ\x80\x99s important to define clear roles so employees at all levels are prepared to meet the post-transformation goalsâ\x80\x94a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right onesâ\x80\x94that is, the high performers and active supportersâ\x80\x94to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiativesâ\x80\x99 leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 13:51:32,209 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:51:32,210 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organizationâ\x80\x99s long-term healthâ\x80\x94and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the companyâ\x80\x99s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvementâ\x80\x94a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing peopleâ\x80\x99s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous dayâ\x80\x99s results and the current dayâ\x80\x99s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 13:51:32,210 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 13:51:32,211 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 13:51:32,211 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as theyâ\x80\x99re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable forâ\x80\x94as well as celebrateâ\x80\x94their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformationâ\x80\x99s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under wayâ\x80\x94and being transparent about the transformationâ\x80\x99s implicationsâ\x80\x94has substantially more impact on an effortâ\x80\x99s outcome than more programmatic elements, such as performance management or capability building. But the communication doesnâ\x80\x99t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organizationâ\x80\x94and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bulletâ\x80\x94and while some factors have more impact than others on a transformationâ\x80\x99s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download â\x80\x9cHow to beat the transformation oddsâ\x80\x9dÂ\xa0(PDFâ\x80\x931.6 KB).\n')] 2024-06-07 13:51:32,212 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:51:32,213 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinseyâ\x80\x99s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 13:51:32,213 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 13:51:32,214 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 13:51:32,214 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, weâ\x80\x99ve identified a few tactics that help drive successful transformational changeâ\x80\x94any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to â\x80\x9cpeople issues,â\x80\x9d especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. weâ\x80\x99ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or â\x80\x9chealth.â\x80\x9d In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilitiesâ\x80\x94particularly leadership capabilitiesâ\x80\x94to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 13:51:32,215 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:51:32,215 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a companyâ\x80\x99s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were â\x80\x9cextremely successfulâ\x80\x9d say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated â\x80\x9cnot at all successful,â\x80\x9d 70 percent were planned by ten or fewer people.\n')] 2024-06-07 13:51:32,216 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 13:51:32,217 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 13:51:32,218 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 13:51:32,218 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:51:32,219 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companiesâ\x80\x99 transformations focused wholly or in part on changing the organizationsâ\x80\x99 long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companiesâ\x80\x99 transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companiesâ\x80\x99 transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performanceâ\x80\x94a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companiesâ\x80\x99 transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they donâ\x80\x99t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companiesâ\x80\x99 cultures became more supportive of innovation and improvement.\n')] 2024-06-07 13:51:32,220 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 13:51:32,220 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 13:51:32,221 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organizationâ\x80\x99s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, weâ\x80\x99ve found that focusing on the positives early in the processâ\x80\x94during the assessment of a companyâ\x80\x99s current positionâ\x80\x94also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 13:51:32,221 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 13:51:32,222 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employeesâ\x80\x99 mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download â\x80\x9cWhat successful transformations shareâ\x80\x9d (PDFâ\x80\x93472 KB).\n')] 2024-06-07 13:51:32,222 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:51:32,223 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinseyâ\x80\x99s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 13:51:32,223 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:51:32,224 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 13:51:32,224 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 13:51:32,225 [DEBUG] embed_tuning: Remaining Length: 314 2024-06-07 14:15:48,849 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 14:15:48,850 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 14:15:48,850 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 14:15:48,851 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 14:15:48,860 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 14:15:48,861 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 14:15:48,861 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 14:15:48,862 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 14:15:48,862 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 14:15:48,863 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 14:15:48,863 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 14:15:48,864 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 14:15:48,864 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 14:15:48,865 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 14:15:48,865 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 14:15:48,866 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 14:15:48,866 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 14:15:48,867 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 14:15:48,867 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 14:15:48,868 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 14:15:48,868 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 14:15:48,869 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 14:15:48,869 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 14:15:48,870 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 14:15:48,871 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 14:15:48,871 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 14:15:48,872 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 14:15:48,873 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 14:15:48,873 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 14:15:48,874 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 14:15:48,875 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 14:15:48,875 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 14:15:48,876 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 14:15:48,877 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 14:15:48,877 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 14:15:48,878 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 14:15:48,879 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 14:15:48,879 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 14:15:48,880 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 14:15:48,880 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 14:15:48,881 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 14:15:48,882 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 14:15:48,882 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 14:15:48,883 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 14:15:48,884 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 14:15:48,884 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 14:15:48,885 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 14:15:48,886 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 14:15:48,887 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 14:15:48,887 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 14:15:48,888 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 14:15:48,888 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 14:15:48,889 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 14:15:48,889 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 14:15:48,890 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 14:15:48,890 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 14:15:48,891 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 14:15:48,892 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 14:15:48,892 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 14:15:48,893 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 14:15:48,894 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 14:15:48,894 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 14:15:48,895 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 14:15:48,896 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 14:15:48,896 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 14:15:48,897 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 14:15:48,898 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 14:15:48,898 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 14:15:48,899 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 14:15:48,899 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 14:15:48,900 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 14:15:48,900 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 14:15:48,901 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 14:15:48,901 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 14:15:48,902 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 14:15:48,902 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 14:49:28,719 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 14:49:28,720 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 14:49:28,720 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 14:49:28,721 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 14:49:28,724 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 14:49:28,724 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlocking your business potential\n \n'), ('p', '\xa0\n')] 2024-06-07 14:49:28,725 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential   2024-06-07 14:49:28,725 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\xa0\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 14:49:28,725 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 14:49:28,726 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 14:49:28,726 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 14:49:28,727 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\xa0\n')] 2024-06-07 14:49:28,727 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   2024-06-07 14:49:28,728 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\xa0\n')] 2024-06-07 14:49:28,728 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   2024-06-07 14:49:28,729 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\xa0\n')] 2024-06-07 14:49:28,729 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   2024-06-07 14:49:28,730 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 14:49:28,730 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 14:49:28,730 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\xa0\n')] 2024-06-07 14:49:28,731 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 14:49:28,731 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 14:49:28,732 [DEBUG] embed_tuning: chunk_content: 2024-06-07 14:49:28,732 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential   Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 14:49:28,733 [DEBUG] embed_tuning: Remaining Length: 1421 2024-06-07 15:59:29,769 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:29,770 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:29,770 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:29,771 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:29,775 [DEBUG] embed_tuning: Nr of potential chunks: 6 2024-06-07 15:59:29,775 [DEBUG] embed_tuning: chunk: [('h1', 'Helping you\xa0thrive in a digital world\n'), ('p', 'We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:29,776 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.   2024-06-07 15:59:29,776 [DEBUG] embed_tuning: chunk: [('h2', 'We blend ICT & business\n'), ('p', 'Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology.\n'), ('p', 'We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.\u2028Christoph Neut - CEO of AE\n')] 2024-06-07 15:59:29,776 [DEBUG] embed_tuning: chunk_content: We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.
Christoph Neut - CEO of AE 2024-06-07 15:59:29,777 [DEBUG] embed_tuning: chunk: [('h2', 'In the spotlight\n'), ('p', 'A Great Place to Work, 14 times in a row \n'), ('p', "Events you don't want to miss\n"), ('p', 'Tune in to our Air Data Podcast for insights & inspiration\n')] 2024-06-07 15:59:29,777 [DEBUG] embed_tuning: chunk_content: In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration 2024-06-07 15:59:29,778 [DEBUG] embed_tuning: chunk: [('h2', 'Our Solutions\n'), ('h3', 'Data & AI\n'), ('h3', 'CIAM\n'), ('h3', 'Digital Talent & Organisation\n'), ('h3', 'Document Hyperautomation\n'), ('h3', 'Applications\n'), ('h3', 'Digital Strategy & Innovation\n'), ('h3', 'Business & IT Architecture\n'), ('h3', 'IT Delivery & Performance\n'), ('h3', 'Cloud & Hybrid\n'), ('p', 'SDWorx - SmartOCR solution\n'), ('p', 'Lecot - Data strategy\n'), ('p', 'Acerta - Digital assistant\n')] 2024-06-07 15:59:29,778 [DEBUG] embed_tuning: chunk_content: Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant 2024-06-07 15:59:29,779 [DEBUG] embed_tuning: chunk: [('h2', 'Customer Stories\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n')] 2024-06-07 15:59:29,779 [DEBUG] embed_tuning: chunk_content: Customer Stories You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 15:59:29,779 [DEBUG] embed_tuning: chunk: [('h2', 'Our Services\n'), ('p', 'Inspire\n'), ('p', 'Gain inspiration and ideas. Learn, grow, and break out of your comfort zone.\n'), ('p', 'IT Team Extension\n'), ('p', 'Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.\u200b\n'), ('p', 'Strategic Advice\n'), ('p', 'Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.\u200b\n'), ('p', 'Managed services\n'), ('p', 'Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.\u200b\n'), ('p', 'IT Consultancy\n'), ('p', 'Count on our skilled IT experts to ensure cost-effective and efficient project delivery.\u200b\n'), ('p', 'Application Development\n'), ('p', 'Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.\u200b\n')] 2024-06-07 15:59:29,780 [DEBUG] embed_tuning: chunk_content: Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 15:59:29,780 [DEBUG] embed_tuning: Remaining Chunk: Helping you thrive in a digital world We are a business and ICT company. We help you find the winning combination of people, processes and technology to accelerate your growth. We’re small enough to care and big enough to deliver.   We blend ICT & business Positioned at the crossroads of technology, business, and people, we gain a broader perspective on your challenges, enabling us to offer solutions and services that go beyond technology. We strive for impact. We master both company-wide implementations and highly specific expert solutions, seamlessly integrated into your operational landscape.
Christoph Neut - CEO of AE In the spotlight A Great Place to Work, 14 times in a row Events you don't want to miss Tune in to our Air Data Podcast for insights & inspiration Our Solutions Data & AI CIAM Digital Talent & Organisation Document Hyperautomation Applications Digital Strategy & Innovation Business & IT Architecture IT Delivery & Performance Cloud & Hybrid SDWorx - SmartOCR solution Lecot - Data strategy Acerta - Digital assistant Customer Stories You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Our Services Inspire Gain inspiration and ideas. Learn, grow, and break out of your comfort zone. IT Team Extension Get access to an entire AE team with diverse skill sets, ready to contribute to your project’s success.​ Strategic Advice Strategic advice and innovative thinking that aligns with your business goals to help you navigate challenges and identify opportunities for growth.​ Managed services Focus on your core business and let us handle the management and maintenance of all or part of your software and/or infrastructure.​ IT Consultancy Count on our skilled IT experts to ensure cost-effective and efficient project delivery.​ Application Development Transform your ideas into reality with our Digital Studio. Our team is equipped to build innovative digital solutions that meet your requirements.​ 2024-06-07 15:59:29,781 [DEBUG] embed_tuning: Remaining Length: 2060 2024-06-07 15:59:30,239 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,239 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,240 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,241 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,244 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:30,244 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 15:59:30,245 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 15:59:30,245 [DEBUG] embed_tuning: chunk: [('h1', '\n CIAM\n \n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 15:59:30,246 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 15:59:30,246 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', '\n As a CxO\n \n'), ('h3', '\n As a Marketing Manager\n \n'), ('h3', '\n As a CIO or CTO\n \n'), ('h3', '\n As a Security Officer\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,247 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer   2024-06-07 15:59:30,247 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution \n'), ('h3', '\xa0\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 15:59:30,248 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution   Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 15:59:30,248 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology, proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta.\n')] 2024-06-07 15:59:30,249 [DEBUG] embed_tuning: chunk_content: Proven methodology, proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta. 2024-06-07 15:59:30,250 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,250 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support   2024-06-07 15:59:30,251 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 15:59:30,251 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 15:59:30,252 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer   AE CIAM: our CIAM Solution   Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology, proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support   Start your CIAM journey today! 2024-06-07 15:59:30,252 [DEBUG] embed_tuning: Remaining Length: 1706 2024-06-07 15:59:30,400 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,400 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,401 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,401 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,404 [DEBUG] embed_tuning: Nr of potential chunks: 5 2024-06-07 15:59:30,404 [DEBUG] embed_tuning: chunk: [('h1', 'Why AE?\n'), ('p', 'We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination.\n')] 2024-06-07 15:59:30,405 [DEBUG] embed_tuning: chunk_content: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. 2024-06-07 15:59:30,405 [DEBUG] embed_tuning: chunk: [('h2', 'Helping you thrive in a digital world\n'), ('p', 'Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly? We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology.\n')] 2024-06-07 15:59:30,406 [DEBUG] embed_tuning: chunk_content: Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly? We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. 2024-06-07 15:59:30,406 [DEBUG] embed_tuning: chunk: [('h2', 'What makes us unique?\n'), ('h3', 'Small enough to care, big enough to deliver\n'), ('h3', 'We blend ICT and business\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'A broad offering with in-depth expertise\xa0\n'), ('h3', 'A strong belief in people\n'), ('h3', 'Satisfied & loyal customers\n'), ('h2', 'So where do we start?\n'), ('p', 'We believe that thriving in a digital world requires mastery and maturity in these specific domains.\n'), ('p', 'Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services.\n')] 2024-06-07 15:59:30,407 [DEBUG] embed_tuning: chunk_content: What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise  A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. 2024-06-07 15:59:30,407 [DEBUG] embed_tuning: chunk: [('h3', 'We value (our) people\n'), ('h3', '\xa0\n'), ('h3', 'We value (our) people\n'), ('h3', '\xa0\n'), ('p', 'Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers.\n'), ('p', "It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work. However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake. We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people.\n")] 2024-06-07 15:59:30,408 [DEBUG] embed_tuning: chunk_content: We value (our) people   We value (our) people   Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work. However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake. We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. 2024-06-07 15:59:30,408 [DEBUG] embed_tuning: chunk: [('h1', 'Great Place To Work\n')] 2024-06-07 15:59:30,409 [DEBUG] embed_tuning: chunk_content: Great Place To Work 2024-06-07 15:59:30,409 [DEBUG] embed_tuning: Remaining Chunk: Why AE? We are convinced that we are the ideal business and IT partner for your company. Our in-depth expertise, our unique position in the market, our broad portfolio of services and solutions and our clear business focus form an unbeatable combination. Helping you thrive in a digital world Everybody tells you the world is changing rapidly and you need to transform your business. But into what exactly? We help you find an answer to that question and are a trusted partner along this journey. We inspire, advice and co-create. We approach your challenge from both an IT as a business perspective. And together, we choose the winning combination of people, processes and technology. What makes us unique? Small enough to care, big enough to deliver We blend ICT and business A true end-to-end partner A broad offering with in-depth expertise  A strong belief in people Satisfied & loyal customers So where do we start? We believe that thriving in a digital world requires mastery and maturity in these specific domains. Together, we decide on the priorities and initiate the transformation of your business, converting technological challenges into real added value with our expertise and broad portfolio of solutions and services. We value (our) people   We value (our) people   Our own people. But also your people. Our employees. Your customers. Because happy people make happy customers. It’s no coincidence that for the 14th year in a row, we are recognised as a Great Place to Work. However, achieving this recognition isn't our end goal; it’s just the cherry on top of the cake. We prefer to use the Great Place to Work Survey as a valuable tool for improvement. We continue to focus on attracting people who fit our DNA. We let culture fit outweigh expertise. We value communication and transparency. And above all else, we value people. Great Place To Work 2024-06-07 15:59:30,410 [DEBUG] embed_tuning: Remaining Length: 1869 2024-06-07 15:59:30,462 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,462 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,463 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,463 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,467 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:30,467 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 15:59:30,468 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 15:59:30,468 [DEBUG] embed_tuning: chunk: [('h1', '\n Data & AI\n \n'), ('p', 'We like to say we enable your data products.\xa0\xa0We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.\xa0Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 15:59:30,469 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.  We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together. Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 15:59:30,469 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', '\n Leadership & Culture\n \n'), ('h3', '\n Data Infrastructure and Technology\n \n'), ('h3', '\n Operationalisation of ML and AI\n \n'), ('h3', '\n Data Accessibility \n \n'), ('h3', '\n Data Governance\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,470 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance   2024-06-07 15:59:30,470 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value of your data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 15:59:30,471 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value of your data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 15:59:30,471 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 15:59:30,472 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 15:59:30,472 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,473 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise   2024-06-07 15:59:30,473 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 15:59:30,474 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 15:59:30,474 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.  We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together. Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance   Our Data & AI Solutions Unlock the value of your data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise   Start your data journey today! 2024-06-07 15:59:30,475 [DEBUG] embed_tuning: Remaining Length: 1611 2024-06-07 15:59:30,649 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,650 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,650 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,651 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,655 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:30,656 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlock the value of your data\n \n'), ('h4', 'Gain a competitive advantage with data\n'), ('h2', 'Does this sound familiar?\n'), ('h3', "\n You're not getting valuable data insights to better run your business\n \n"), ('h3', '\n You lack internal knowledge on data and AI\n \n'), ('h3', '\n Your systems produce a lot of data but you only use a fraction\n \n'), ('h2', 'A methodology to unlock the value of your data\n'), ('p', 'Businesses that use data efficiently increase their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration.\n')] 2024-06-07 15:59:30,656 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock the value of your data Businesses that use data efficiently increase their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. 2024-06-07 15:59:30,657 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Explore\n'), ('h4', 'Apply\n'), ('h4', 'Align\n'), ('p', 'During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI.\n')] 2024-06-07 15:59:30,657 [DEBUG] embed_tuning: chunk_content: Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. 2024-06-07 15:59:30,658 [DEBUG] embed_tuning: chunk: [('h4', 'Explore\n'), ('p', 'We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not.\n')] 2024-06-07 15:59:30,658 [DEBUG] embed_tuning: chunk_content: Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. 2024-06-07 15:59:30,659 [DEBUG] embed_tuning: chunk: [('h4', 'Apply\n'), ('h2', 'Listen to the AE Air Data podcast\n'), ('p', 'Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then.\n')] 2024-06-07 15:59:30,659 [DEBUG] embed_tuning: chunk_content: Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. 2024-06-07 15:59:30,659 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take steps in unlocking the value of your data.\n')] 2024-06-07 15:59:30,660 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in unlocking the value of your data. 2024-06-07 15:59:30,660 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Data Assessment\n'), ('h3', 'Workshops & Ideation\n'), ('h3', 'Prototype\n'), ('p', 'We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations.\n')] 2024-06-07 15:59:30,661 [DEBUG] embed_tuning: chunk_content: Interviews & Data Assessment Workshops & Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. 2024-06-07 15:59:30,661 [DEBUG] embed_tuning: chunk: [('h3', 'Integration Design\n'), ('p', 'We design the complete process to fully integrate the prototype solution in day to day operations.\n')] 2024-06-07 15:59:30,662 [DEBUG] embed_tuning: chunk_content: Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. 2024-06-07 15:59:30,662 [DEBUG] embed_tuning: chunk: [('h3', 'Training & Coaching\n'), ('p', 'We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products.\n')] 2024-06-07 15:59:30,662 [DEBUG] embed_tuning: chunk_content: Training & Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. 2024-06-07 15:59:30,663 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:30,663 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:30,664 [DEBUG] embed_tuning: chunk: [('h3', '\n Improved business insights\n \n'), ('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Innovation & agility\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than just technology\n'), ('h3', 'A true end-to-end partner\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,664 [DEBUG] embed_tuning: chunk_content: Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts   2024-06-07 15:59:30,665 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:30,665 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:30,665 [DEBUG] embed_tuning: Remaining Chunk: Unlock the value of your data Gain a competitive advantage with data Does this sound familiar? You're not getting valuable data insights to better run your business You lack internal knowledge on data and AI Your systems produce a lot of data but you only use a fraction A methodology to unlock the value of your data Businesses that use data efficiently increase their profit by 8% and experience a 10% reduction in cost. Most highlighted benefits are more informed strategic decisions, improved control of operational processes and a better understanding of customer behaviour.To help you unlock the value of your data with minimal investment, we start with the most valuable business case and make sure that we offer a real ROI before we look further at other relevant business cases and end-to-end integration. Align Explore Apply Align During an ideation session, we search for possible business cases and later validate the business case with the highest assumed ROI. Explore We build a proof of value, gather all data, validate whether KPI’s are met and come up with a fixed budget & time-boxed solution. This approach proves the ROI of data products in a short period of time with a limited budget. Together we decide to go for integration or not. Apply Listen to the AE Air Data podcast Check out our AE Air Data podcast, where our experts discuss all data and AI related topics. The good thing: you don’t need to be a data expert to get some valuable insights. And have a laugh now and then. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in unlocking the value of your data. Interviews & Data Assessment Workshops & Ideation Prototype We develop and test a prototype to validate the expected ROI. Value validation is key in the decision to go for integration in day to day operations. Integration Design We design the complete process to fully integrate the prototype solution in day to day operations. Training & Coaching We help with change management and invest in training and coaching your data experts. In the end, your team should be able to maintain, improve and develop new data products. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved business insights Increased revenue & reduced costs Innovation & agility Why AE? What makes us different? Focus on ROI More than just technology A true end-to-end partner Get in touch with our experts   Here to help! 2024-06-07 15:59:30,666 [DEBUG] embed_tuning: Remaining Length: 2697 2024-06-07 15:59:30,726 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,726 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,727 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,727 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,730 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:30,731 [DEBUG] embed_tuning: chunk: [('p', "In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products.\n")] 2024-06-07 15:59:30,731 [DEBUG] embed_tuning: chunk_content: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. 2024-06-07 15:59:30,732 [DEBUG] embed_tuning: chunk: [('h1', '\n Data & AI\n \n'), ('p', 'We like to say we enable your data products.\xa0\xa0We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together.\xa0Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together.\n')] 2024-06-07 15:59:30,732 [DEBUG] embed_tuning: chunk_content: Data & AI We like to say we enable your data products.  We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together. Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. 2024-06-07 15:59:30,733 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s most important data enablers\n'), ('h3', '\n Leadership & Culture\n \n'), ('h3', '\n Data Infrastructure and Technology\n \n'), ('h3', '\n Operationalisation of ML and AI\n \n'), ('h3', '\n Data Accessibility \n \n'), ('h3', '\n Data Governance\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,733 [DEBUG] embed_tuning: chunk_content: Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance   2024-06-07 15:59:30,733 [DEBUG] embed_tuning: chunk: [('h2', 'Our Data & AI Solutions\n'), ('h3', 'Unlock the value of your data\n'), ('p', 'Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data.\n')] 2024-06-07 15:59:30,734 [DEBUG] embed_tuning: chunk_content: Our Data & AI Solutions Unlock the value of your data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. 2024-06-07 15:59:30,734 [DEBUG] embed_tuning: chunk: [('h3', 'Lift your data platform\n'), ('p', 'Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly.\n')] 2024-06-07 15:59:30,735 [DEBUG] embed_tuning: chunk_content: Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. 2024-06-07 15:59:30,735 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Focus on ROI\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,736 [DEBUG] embed_tuning: chunk_content: Why AE? Focus on ROI More than technology A true end-to-end partner Expertise   2024-06-07 15:59:30,736 [DEBUG] embed_tuning: chunk: [('h3', 'Start your data journey today!\n'), ('h3', '\n')] 2024-06-07 15:59:30,736 [DEBUG] embed_tuning: chunk_content: Start your data journey today! 2024-06-07 15:59:30,737 [DEBUG] embed_tuning: Remaining Chunk: In today's dynamic business landscape, Data & AI are crucial assets to thrive in a digital world. We can help you gain a competitive edge, create real business value, lower costs and mitigate risks by enabling your data products. Data & AI We like to say we enable your data products.  We can begin unlocking the value of your data by realising a data product from one or more business cases with a clear ROI. This approach provides us with insights into the maturity of your various data enablers so we can strengthen them together. Or we can start with an assessment in which we do a heatmap exercise to estimate the maturity of your data enablers. From there, we draw a final destination, including a roadmap, to reinforce your data enablers together. Today’s most important data enablers Leadership & Culture Data Infrastructure and Technology Operationalisation of ML and AI Data Accessibility Data Governance   Our Data & AI Solutions Unlock the value of your data Empower your business by extracting valuable insights, driving informed decisions, and propelling growth. Discover a new era of efficiency and innovation as you unlock the true value of your data. Lift your data platform Collecting, consolidating and organising your data is an important step in becoming a data-driven organisation. A future-proof, secure and user-friendly data platform is key in delivering valuable insights on the fly. Why AE? Focus on ROI More than technology A true end-to-end partner Expertise   Start your data journey today! 2024-06-07 15:59:30,737 [DEBUG] embed_tuning: Remaining Length: 1611 2024-06-07 15:59:30,951 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:30,952 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:30,952 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:30,953 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:30,955 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:30,956 [DEBUG] embed_tuning: chunk: [('h1', 'How Companies Benefit from Big Data\n'), ('p', 'Usage of Big Data Analytics in different regions and industries\n'), ('p', 'Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs.\n'), ('p', '“Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.”\n'), ('p', 'The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.”\n')] 2024-06-07 15:59:30,956 [DEBUG] embed_tuning: chunk_content: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” 2024-06-07 15:59:30,957 [DEBUG] embed_tuning: chunk: [('h2', 'Management is driving big data analytics\n'), ('p', 'Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%.\n'), ('p', 'On the whole, business departments are still very passive and much less likely to be the drivers behind this topic.\n')] 2024-06-07 15:59:30,957 [DEBUG] embed_tuning: chunk_content: Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. 2024-06-07 15:59:30,958 [DEBUG] embed_tuning: chunk: [('h2', 'Customer analytics is the most common project driver\n'), ('p', 'Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data.\n'), ('p', 'Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales.\n'), ('p', 'But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources.\n'), ('p', 'The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business.\n'), ('p', 'To get the most out of your projects look at our recommendations for big data initiatives.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:30,958 [DEBUG] embed_tuning: chunk_content: Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at our recommendations for big data initiatives.   2024-06-07 15:59:30,959 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases Report\n'), ('p', 'Getting real on data monetization\n')] 2024-06-07 15:59:30,959 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Report Getting real on data monetization 2024-06-07 15:59:30,959 [DEBUG] embed_tuning: chunk: [('h3', 'Big Data Use Cases\n'), ('h4', 'Share this\n'), ('h2', ' Related Posts\n'), ('li', '- Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? August 22nd, 2023')] 2024-06-07 15:59:30,960 [DEBUG] embed_tuning: chunk_content: Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? August 22nd, 2023 2024-06-07 15:59:30,960 [DEBUG] embed_tuning: chunk: [('h4', ' Is Data Mesh a Sustainable Approach to Data Responsibility in the Business?\n'), ('li', '- ESG Challenges, Tools and Outlook July 19th, 2023')] 2024-06-07 15:59:30,961 [DEBUG] embed_tuning: chunk_content: Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and Outlook July 19th, 2023 2024-06-07 15:59:30,961 [DEBUG] embed_tuning: chunk: [('h4', ' ESG Challenges, Tools and Outlook\n'), ('li', '- Modeling, Modernization and Automation April 27th, 2023')] 2024-06-07 15:59:30,961 [DEBUG] embed_tuning: chunk_content: ESG Challenges, Tools and Outlook - Modeling, Modernization and Automation April 27th, 2023 2024-06-07 15:59:30,962 [DEBUG] embed_tuning: Adding chunk to actual_chunks: How Companies Benefit from Big Data Usage of Big Data Analytics in different regions and industries Topping the list of big data benefits are better strategic decisions (69%), improved control of operational processes (54%), a better understanding of customers (52%) and cost reductions (47%). Furthermore, those organizations able to quantify their gains from analyzing big data reported an average 8% increase in revenues and a 10% reduction in costs. “Big data analytics brings many benefits to the table, but companies shouldn’t underestimate the challenges involved,” says Dr. Carsten Bange, CEO of BARC and co-author of the study. “Our survey identified data privacy and data security as the two most important issues in companies that already have big data initiatives in place.” The next most cited problem is the lack of internal business and technical know-how for tapping and analyzing big data, leading many companies to say that they intend to create new jobs in this area. According to Dr. Bange, however, the global labor market probably can’t meet their demand for this type of expertise at the moment. “A global skills shortage could curb the big data boom.” Management is driving big data analytics Whether or not big data initiatives thrive in companies revolves principally around their management. In companies where big data initiatives are an integrated part of business processes, senior management is the primary driver or thought leader (61%). However, in organizations still considering using big data analysis, the corresponding figure is much lower at 34%. On the whole, business departments are still very passive and much less likely to be the drivers behind this topic. Customer analytics is the most common project driver Previous BARC surveys have shown that organizations broaden their range of big data application scenarios as they gain more experience in analyzing big data. Currently, marketing and sales departments lead the way in big data analytics. Of the survey respondents who are using – or planning to use – big data, 25% said they have already integrated big data analytics in their marketing and 23% in sales. But big data analysis is by no means confined to these areas: respondents reported plenty of big data use cases in all other departments including production, finance, controlling and human resources. The unusually high numbers for planned deployments by department (between 34% and 56% overall) suggest that, sooner or later, big data will reach every corner of the business. To get the most out of your projects look at our recommendations for big data initiatives.   Big Data Use Cases Report Getting real on data monetization Big Data Use Cases Share this Related Posts - Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? August 22nd, 2023 Is Data Mesh a Sustainable Approach to Data Responsibility in the Business? - ESG Challenges, Tools and Outlook July 19th, 2023 2024-06-07 15:59:30,962 [DEBUG] embed_tuning: chunk: [('h4', ' Modeling, Modernization and Automation\n'), ('li', '- How To Liberalize Data Access To Empower Data Users February 24th, 2023')] 2024-06-07 15:59:30,963 [DEBUG] embed_tuning: chunk_content: Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data Users February 24th, 2023 2024-06-07 15:59:30,963 [DEBUG] embed_tuning: chunk: [('h4', ' How To Liberalize Data Access To Empower Data Users\n'), ('li', '- Hype or Reality? January 30th, 2023')] 2024-06-07 15:59:30,964 [DEBUG] embed_tuning: chunk_content: How To Liberalize Data Access To Empower Data Users - Hype or Reality? January 30th, 2023 2024-06-07 15:59:30,964 [DEBUG] embed_tuning: chunk: [('h4', ' Hype or Reality?\n'), ('li', '- Has the Data Warehouse Had Its Day? January 16th, 2023')] 2024-06-07 15:59:30,964 [DEBUG] embed_tuning: chunk_content: Hype or Reality? - Has the Data Warehouse Had Its Day? January 16th, 2023 2024-06-07 15:59:30,965 [DEBUG] embed_tuning: chunk: [('h4', ' Has the Data Warehouse Had Its Day?\n'), ('h4', 'Categories\n'), ('h4', 'Stay up to date\n'), ('h4', 'Want to rate your BI and analytics software?\n'), ('h4', 'Become a client\n'), ('h4', 'Topic Tags\n'), ('h4', 'Topic Tags\n')] 2024-06-07 15:59:30,965 [DEBUG] embed_tuning: chunk_content: Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 15:59:30,966 [DEBUG] embed_tuning: Remaining Chunk: ESG Challenges, Tools and Outlook - Modeling, Modernization and Automation April 27th, 2023 Modeling, Modernization and Automation - How To Liberalize Data Access To Empower Data Users February 24th, 2023 How To Liberalize Data Access To Empower Data Users - Hype or Reality? January 30th, 2023 Hype or Reality? - Has the Data Warehouse Had Its Day? January 16th, 2023 Has the Data Warehouse Had Its Day? Categories Stay up to date Want to rate your BI and analytics software? Become a client Topic Tags Topic Tags 2024-06-07 15:59:30,966 [DEBUG] embed_tuning: Remaining Length: 532 2024-06-07 15:59:31,087 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:31,087 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:31,088 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:31,088 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:31,093 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:31,094 [DEBUG] embed_tuning: chunk: [('h1', '\n Lift your data platform\n \n'), ('h4', 'We enable your data products\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n 90% of all unstructured data is dark data\n \n'), ('h3', '\n 25% of decision makers say it takes months to get analytics help from IT\n \n'), ('h3', '\n Data professionals only spend 14% of their time on analysis\n \n'), ('h2', '\xa0Our vision on a modern data platform\n'), ('p', 'Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data.\n'), ('p', 'We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.\xa0\n')] 2024-06-07 15:59:31,094 [DEBUG] embed_tuning: chunk_content: Lift your data platform We enable your data products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis  Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.  2024-06-07 15:59:31,095 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:31,095 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:31,096 [DEBUG] embed_tuning: chunk: [('h3', '\n Reduced time to data insights\n \n'), ('h3', '\n Empowerment of your teams\n \n'), ('h3', '\n Productise your data\n \n'), ('h3', '\n Automate your work\n \n'), ('h2', 'Want to know what we can help you with? \n'), ('p', 'Read about our efforts to streamline the data strategy at building materials wholesaler Lecot.\n')] 2024-06-07 15:59:31,096 [DEBUG] embed_tuning: chunk_content: Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. 2024-06-07 15:59:31,096 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To help you move towards a modern data platform, we use a three-step approach.\n')] 2024-06-07 15:59:31,097 [DEBUG] embed_tuning: chunk_content: How we can help To help you move towards a modern data platform, we use a three-step approach. 2024-06-07 15:59:31,097 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('h4', 'Build: Realising the data platform & proving business value\n'), ('h4', 'Run: Making the platform a success\n'), ('h4', 'Think: Tailoring our solution to your needs\n'), ('p', 'We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture.\n')] 2024-06-07 15:59:31,098 [DEBUG] embed_tuning: chunk_content: Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. 2024-06-07 15:59:31,098 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Realising the data platform & proving business value\n'), ('p', 'We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value.\n')] 2024-06-07 15:59:31,099 [DEBUG] embed_tuning: chunk_content: Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. 2024-06-07 15:59:31,099 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Making the platform a success\n'), ('h2', 'What about technologies?\n'), ('p', 'We pick our technologies based on your specific needs and your current situation. What can your organisation expect?\n')] 2024-06-07 15:59:31,099 [DEBUG] embed_tuning: chunk_content: Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation. What can your organisation expect? 2024-06-07 15:59:31,100 [DEBUG] embed_tuning: chunk: [('h3', 'Cloud-native technologies \xa0\n'), ('h3', 'Security first\n'), ('h3', 'Strong partnerships\n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Fast & flexible delivery\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,100 [DEBUG] embed_tuning: chunk_content: Cloud-native technologies   Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts   2024-06-07 15:59:31,101 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:31,101 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:31,102 [DEBUG] embed_tuning: Remaining Chunk: Lift your data platform We enable your data products Does this sound familiar? 90% of all unstructured data is dark data 25% of decision makers say it takes months to get analytics help from IT Data professionals only spend 14% of their time on analysis  Our vision on a modern data platform Modern data platforms are the robust foundation to unlock the true potential of data. These platforms have 4 important tasks to do: ingesting data from different data sources, processing the collected data in a timely and correct way, storing all data in an appropriate format, and making sure that consumers can start using this data. We build our data platform using a modular design: as technologies evolve, it must be possible to swap components within the platform. We believe that good software engineering practices lead to better data platforms, so we apply them where possible. A well-designed and pragmatic data management framework provides the foundation to effectively organise and utilise all data within the platform.  What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced time to data insights Empowerment of your teams Productise your data Automate your work Want to know what we can help you with? Read about our efforts to streamline the data strategy at building materials wholesaler Lecot. How we can help To help you move towards a modern data platform, we use a three-step approach. Think: Tailoring our solution to your needs Build: Realising the data platform & proving business value Run: Making the platform a success Think: Tailoring our solution to your needs We conduct qualitative interviews with stakeholders and project sponsors. This gives us insights in concrete business needs and helps us to finalise the target architecture. Build: Realising the data platform & proving business value We use our platform accelerators to implement a data platform tailored to your needs. We implement real business cases to prove the platform’s added value. Run: Making the platform a success What about technologies? We pick our technologies based on your specific needs and your current situation. What can your organisation expect? Cloud-native technologies   Security first Strong partnerships Why AE? What makes us different? A true end-to-end partner Fast & flexible delivery Always business-first Get in touch with our experts   Here to help! 2024-06-07 15:59:31,102 [DEBUG] embed_tuning: Remaining Length: 2617 2024-06-07 15:59:31,241 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:31,242 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:31,242 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:31,243 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:31,246 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:31,246 [DEBUG] embed_tuning: chunk: [('p', 'Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers.\n')] 2024-06-07 15:59:31,246 [DEBUG] embed_tuning: chunk_content: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. 2024-06-07 15:59:31,247 [DEBUG] embed_tuning: chunk: [('h1', '\n CIAM\n \n'), ('p', 'CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences.\n')] 2024-06-07 15:59:31,247 [DEBUG] embed_tuning: chunk_content: CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. 2024-06-07 15:59:31,248 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in CIAM\n'), ('h3', '\n As a CxO\n \n'), ('h3', '\n As a Marketing Manager\n \n'), ('h3', '\n As a CIO or CTO\n \n'), ('h3', '\n As a Security Officer\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,248 [DEBUG] embed_tuning: chunk_content: Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer   2024-06-07 15:59:31,248 [DEBUG] embed_tuning: chunk: [('h2', 'AE CIAM: our CIAM Solution \n'), ('h3', '\xa0\n'), ('p', 'Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups.\n')] 2024-06-07 15:59:31,249 [DEBUG] embed_tuning: chunk_content: AE CIAM: our CIAM Solution   Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. 2024-06-07 15:59:31,249 [DEBUG] embed_tuning: chunk: [('h3', 'Proven methodology, proven technology\n'), ('p', 'After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta.\n')] 2024-06-07 15:59:31,250 [DEBUG] embed_tuning: chunk_content: Proven methodology, proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta. 2024-06-07 15:59:31,250 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Integration in your IT landscape\n'), ('h3', 'Post-implementation support\n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,251 [DEBUG] embed_tuning: chunk_content: Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support   2024-06-07 15:59:31,251 [DEBUG] embed_tuning: chunk: [('h3', 'Start your CIAM journey today!\n'), ('h3', '\n')] 2024-06-07 15:59:31,251 [DEBUG] embed_tuning: chunk_content: Start your CIAM journey today! 2024-06-07 15:59:31,252 [DEBUG] embed_tuning: Remaining Chunk: Customer Identity and Access Management (CIAM) ensures secure and seamless digital user experiences, by centralising user data and authentication processes. CIAM can help you elevate customer engagement and build lasting digital relationships with customers. CIAM CIAM is so much more than improving the quality of your login procedure. It encompasses security, data privacy, infrastructure, etc. And more importantly, it is a strong tool for digital and marketing teams to create value with customised user experiences. Today’s challenges in CIAM As a CxO As a Marketing Manager As a CIO or CTO As a Security Officer   AE CIAM: our CIAM Solution   Over the last years, we have developed our own assets on top of existing CIAM platforms. AE CIAM is the perfect blend, powered by Microsoft Entra ID (formerly Azure AD) and Okta. This allows us to deliver you a customised CIAM solution that perfectly fits your needs.Customers in CIAM does not necessarily mean consumers. Your customer can just as well be an organisation where your CIAM solution is used to service their employees or customer. That’s why we finetuned our AE CIAM solution for both target groups. Proven methodology, proven technology After an initial discovery phase, we will implement a minimal viable product (MVP) within 60 days. A promise we can keep thanks to the combination of our proven methodology and our own custom-made CIAM solution, that is built on top of proven technology of Microsoft Entra ID (formerly Azure AD) and Okta. Why AE? An end-to-end solution Integration in your IT landscape Post-implementation support   Start your CIAM journey today! 2024-06-07 15:59:31,252 [DEBUG] embed_tuning: Remaining Length: 1706 2024-06-07 15:59:31,488 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:31,488 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:31,489 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:31,489 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:31,494 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:31,494 [DEBUG] embed_tuning: chunk: [('h1', '\n Streamline your customer identity management in B2C\n \n'), ('h4', 'Enabling customer journeys for consumers in B2C\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Customers drop out during registration, resulting in lost revenue\n \n'), ('h3', '\n Login methods for customers for different applications or websites are not unified\n \n'), ('h3', '\n Customer data is not qualitative enough, making marketing efforts inefficient\n \n'), ('h2', 'A methodology to streamline yourcustomer identity management\n'), ('p', 'Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.\xa0\n')] 2024-06-07 15:59:31,495 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.  2024-06-07 15:59:31,495 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take steps in customer identity management.\n')] 2024-06-07 15:59:31,495 [DEBUG] embed_tuning: chunk_content: How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take steps in customer identity management. 2024-06-07 15:59:31,496 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Reusable Assets\n'), ('p', 'We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features.\n')] 2024-06-07 15:59:31,496 [DEBUG] embed_tuning: chunk_content: AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. 2024-06-07 15:59:31,497 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.\xa0\n')] 2024-06-07 15:59:31,497 [DEBUG] embed_tuning: chunk_content: AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.  2024-06-07 15:59:31,498 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity.\n')] 2024-06-07 15:59:31,498 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. 2024-06-07 15:59:31,498 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'With our data export functionality, we make it easy to export data in different formats.\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n'), ('li', '- \n\n')] 2024-06-07 15:59:31,499 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - 2024-06-07 15:59:31,499 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:31,500 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:31,500 [DEBUG] embed_tuning: chunk: [('h3', '\n Improved customer experience\n \n'), ('h3', '\n Strong(er) security for data and accounts\n \n'), ('h3', '\n Higher efficiency for IT & Marketing\n \n'), ('h3', '\n A unified view of individual customers\n \n'), ('h3', '\n Compliance with privacy regulations\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We deliver an end-to-end solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Post-implementation support\n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,501 [DEBUG] embed_tuning: chunk_content: Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support   2024-06-07 15:59:31,501 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:31,501 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 15:59:31,502 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2C Enabling customer journeys for consumers in B2C Does this sound familiar? Customers drop out during registration, resulting in lost revenue Login methods for customers for different applications or websites are not unified Customer data is not qualitative enough, making marketing efforts inefficient A methodology to streamline yourcustomer identity management Digital customer interactions typically start at a login box. This is not just a security measure, but a crucial first step in customer experience. The quality of your registration and login procedures, will greatly influence user engagement and brand loyalty. Managing this process is what we call Customer Identity & Access Management (CIAM).CIAM combines security compliancy, business objectives and infrastructure scalability. To find the right balance between business, IT and compliancy, we developed a methodology for CIAM.  How we can help Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days.To put our methodology into practice, we have several hands-on services and tools that help you take steps in customer identity management. AE CIAM Reusable Assets We have built several reusable components that can help integrate your CIAM solution in your existing landscape faster. We can provide out of the box dashboarding and monitoring features. AE CIAM API We can integrate CIAM with government identity services (CSAM) and Itsme®. And with Idence, we bring a kickstarter for your self-service and access delegation features.  AE CIAM Observability We offer real-time monitoring of your entire solution, providing you with a constant overview of all activity. AE CIAM Data Export With our data export functionality, we make it easy to export data in different formats. - - - - - - - - - - - - What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Improved customer experience Strong(er) security for data and accounts Higher efficiency for IT & Marketing A unified view of individual customers Compliance with privacy regulations Why AE? What makes us different? We deliver an end-to-end solution We understand your ‘bigger picture’ Post-implementation support   Get in touch with our experts Here to help! 2024-06-07 15:59:31,502 [DEBUG] embed_tuning: Remaining Length: 2564 2024-06-07 15:59:31,766 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:31,767 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:31,767 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:31,768 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:31,772 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:31,772 [DEBUG] embed_tuning: chunk: [('h1', '\n Streamline your customer identity management in B2B\n \n'), ('h4', 'Find the right balance between customer experience & security\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Managing the identity lifecycle of your customer is a cumbersome manual process\n \n'), ('h3', '\n You struggle to offer self-service consent management \n \n'), ('h3', "\n Your login experiences aren't seamless\n \n"), ('h2', 'A methodology to streamline your customer identity management - at speed\n'), ('p', 'The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies. This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. \n')] 2024-06-07 15:59:31,773 [DEBUG] embed_tuning: chunk_content: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies. This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. 2024-06-07 15:59:31,773 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:31,773 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:31,774 [DEBUG] embed_tuning: chunk: [('h3', '\n Self-service options\n \n'), ('h3', '\n Unparalleled scalability\n \n'), ('h3', '\n Streamlined onboarding\n \n'), ('h3', '\n Strong(er) security for data and accounts\n \n'), ('h3', '\n Compliance with privacy regulations\n \n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take steps in streamlining your customer identity management.\n')] 2024-06-07 15:59:31,774 [DEBUG] embed_tuning: chunk_content: Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in streamlining your customer identity management. 2024-06-07 15:59:31,775 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM\n'), ('h3', 'Delegated Access Management\n'), ('h3', 'Reusable Assets\n'), ('p', "We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features.\n")] 2024-06-07 15:59:31,775 [DEBUG] embed_tuning: chunk_content: AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. 2024-06-07 15:59:31,776 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM API\n'), ('p', 'We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features.\n')] 2024-06-07 15:59:31,776 [DEBUG] embed_tuning: chunk_content: AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. 2024-06-07 15:59:31,777 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Observability\n'), ('p', 'We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities.\n')] 2024-06-07 15:59:31,777 [DEBUG] embed_tuning: chunk_content: AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. 2024-06-07 15:59:31,777 [DEBUG] embed_tuning: chunk: [('h3', 'AE CIAM Data Export\n'), ('p', 'Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient.\n')] 2024-06-07 15:59:31,778 [DEBUG] embed_tuning: chunk_content: AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. 2024-06-07 15:59:31,778 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'We fast-track your CIAM solution\n'), ('h3', 'We understand your ‘bigger picture’\n'), ('h3', 'Ongoing support\n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,779 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support   2024-06-07 15:59:31,779 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:31,779 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts Here to help! 2024-06-07 15:59:31,780 [DEBUG] embed_tuning: Remaining Chunk: Streamline your customer identity management in B2B Find the right balance between customer experience & security Does this sound familiar? Managing the identity lifecycle of your customer is a cumbersome manual process You struggle to offer self-service consent management Your login experiences aren't seamless A methodology to streamline your customer identity management - at speed The "C" in CIAM stands for customers, encompassing not just individual consumers but often other businesses. This means users logging in to access services or buy products are typically employees or subsidiaries of these customer companies. This scenario introduces additional complexity to CIAM solutions, underlining the importance of a well-defined strategy and methodology.Our approach focuses on delivering a minimum viable product (MVP) of your CIAM solution within 60 days. What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Self-service options Unparalleled scalability Streamlined onboarding Strong(er) security for data and accounts Compliance with privacy regulations How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in streamlining your customer identity management. AE CIAM Delegated Access Management Reusable Assets We've developed multiple reusable components designed to accelerate the integration of your CIAM solution into your existing landscape. These components include ready-to-use dashboarding and monitoring features. AE CIAM API We offer integration of CIAM with government identity services (CSAM) and Itsme®. Additionally, Idence acts as an accelerator for enhancing your self-service and access delegation features. AE CIAM Observability We provide real-time monitoring across your entire solution, ensuring you maintain a continuous overview of all activities. AE CIAM Data Export Our data export functionality simplifies the process of exporting data in various formats, making it convenient and efficient. Why AE? What makes us different? We fast-track your CIAM solution We understand your ‘bigger picture’ Ongoing support   Get in touch with our experts Here to help! 2024-06-07 15:59:31,780 [DEBUG] embed_tuning: Remaining Length: 2428 2024-06-07 15:59:31,928 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:31,928 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:31,929 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:31,929 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:31,932 [DEBUG] embed_tuning: Nr of potential chunks: 8 2024-06-07 15:59:31,933 [DEBUG] embed_tuning: chunk: [('p', "Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation.\n")] 2024-06-07 15:59:31,933 [DEBUG] embed_tuning: chunk_content: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. 2024-06-07 15:59:31,934 [DEBUG] embed_tuning: chunk: [('h1', '\n Digital Talent & Organisation\n \n'), ('p', 'To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 15:59:31,934 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 15:59:31,934 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in Digital Talent & Organisation\n'), ('h3', '\n Upskill and reskill your workforce\n \n'), ('h3', '\n Create a learning culture\n \n'), ('h3', '\n Organisational adaptability\n \n'), ('h3', '\n Make employees resilient to change\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,935 [DEBUG] embed_tuning: chunk_content: Today’s challenges in Digital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change   2024-06-07 15:59:31,935 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 15:59:31,936 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 15:59:31,936 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskill your digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 15:59:31,937 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 15:59:31,937 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 15:59:31,937 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 15:59:31,938 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\xa0\n')] 2024-06-07 15:59:31,938 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise   2024-06-07 15:59:31,939 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 15:59:31,939 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 15:59:31,939 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges in Digital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change   Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskill your digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? 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Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes.\n')] 2024-06-07 15:59:32,098 [DEBUG] embed_tuning: chunk_content: Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. 2024-06-07 15:59:32,099 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in Digital Talent & Organisation\n'), ('h3', '\n Upskill and reskill your workforce\n \n'), ('h3', '\n Create a learning culture\n \n'), ('h3', '\n Organisational adaptability\n \n'), ('h3', '\n Make employees resilient to change\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,099 [DEBUG] embed_tuning: chunk_content: Today’s challenges in Digital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change   2024-06-07 15:59:32,099 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Talent & Organisation Solutions\n'), ('h3', 'Foster your human capital\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 15:59:32,100 [DEBUG] embed_tuning: chunk_content: Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 15:59:32,100 [DEBUG] embed_tuning: chunk: [('h3', 'Upskill & reskill your digital talent\n'), ('p', 'We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem.\n')] 2024-06-07 15:59:32,101 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. 2024-06-07 15:59:32,101 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment.\n')] 2024-06-07 15:59:32,102 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. 2024-06-07 15:59:32,102 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'We practice what we preach\n'), ('h3', 'More than technology\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'Expertise\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,102 [DEBUG] embed_tuning: chunk_content: Why AE? We practice what we preach More than technology A true end-to-end partner Expertise   2024-06-07 15:59:32,103 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 15:59:32,103 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 15:59:32,104 [DEBUG] embed_tuning: Remaining Chunk: Succeed in the digital world by upgrading your workforce and embracing change. At AE, we merge smart strategy with the latest tech and focus on what really matters - your people. Ready for today, resilient for tomorrow. Let's build the agile future of your organisation. Digital Talent & Organisation To thrive in a digital world, you need to look at more than just technology and business processes. More than ever acquiring digital talent, upskilling and reskilling your workforce, and improving organisational development are crucial to sustainable success.Success lies in the harmonisation of (digital) strategy, technology, and people. Our unique ability to manage the people side of change ensures that your organisation not only succeeds today but also builds a resilient culture and structure capable of absorbing and embracing future changes. Today’s challenges in Digital Talent & Organisation Upskill and reskill your workforce Create a learning culture Organisational adaptability Make employees resilient to change   Our Digital Talent & Organisation Solutions Foster your human capital We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Upskill & reskill your digital talent We can offer a wide range of services to upskill & reskill your digital talent, going from providing individual courses, to assisting you in selecting learning solutions or designing and applying learning journeys, or even establishing a complete learning organisation and ecosystem. Improve your organisation’s agility By improving your organisation’s agility, you improve your chances to continuously reinvent or renew yourself as an organisation, adapt quickly and succeed in a rapidly changing environment. Why AE? We practice what we preach More than technology A true end-to-end partner Expertise   Ready to change your organisation? 2024-06-07 15:59:32,104 [DEBUG] embed_tuning: Remaining Length: 2070 2024-06-07 15:59:32,394 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:32,395 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:32,395 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:32,395 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:32,400 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:32,400 [DEBUG] embed_tuning: chunk: [('h1', '\n Foster your human capital\n \n'), ('h4', 'Help your employees thrive in an ever-changing digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Your team is resistant to new workflows and systems\n \n'), ('h3', '\n Transformation efforts disintegrate due to a lack of holistic approach\n \n'), ('h3', "\n You struggle with staying ahead in a world that's always changing\n \n"), ('h2', 'An approach to fostering your human capital\xa0\n'), ('p', "Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely. Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.\xa0\n"), ('p', 'The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked.\n'), ('p', 'Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users.\n')] 2024-06-07 15:59:32,401 [DEBUG] embed_tuning: chunk_content: Foster your human capital Help your employees thrive in an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fostering your human capital  Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely. Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.  The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. 2024-06-07 15:59:32,401 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Talent enablement\n'), ('h4', 'Organisational design & talent architecture\n'), ('h4', 'Leadership & culture\n'), ('h4', 'Talent enablement\n'), ('p', 'We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them to thrive in an ever-evolving digital environment.\n')] 2024-06-07 15:59:32,402 [DEBUG] embed_tuning: chunk_content: Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them to thrive in an ever-evolving digital environment. 2024-06-07 15:59:32,402 [DEBUG] embed_tuning: chunk: [('h4', 'Organisational design & talent architecture\n'), ('p', 'Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.\xa0\n')] 2024-06-07 15:59:32,402 [DEBUG] embed_tuning: chunk_content: Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.  2024-06-07 15:59:32,403 [DEBUG] embed_tuning: chunk: [('h4', 'Leadership & culture\n'), ('p', 'Our approach revolves around strengthening leadership teams by focusing on relevant skills and effective people management strategies. We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a (learning) culture that fosters personalised development, collaboration, and continuous learning.\n')] 2024-06-07 15:59:32,403 [DEBUG] embed_tuning: chunk_content: Leadership & culture Our approach revolves around strengthening leadership teams by focusing on relevant skills and effective people management strategies. We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a (learning) culture that fosters personalised development, collaboration, and continuous learning. 2024-06-07 15:59:32,404 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on tools and services that help you take steps in fostering your human capital.\n')] 2024-06-07 15:59:32,404 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in fostering your human capital. 2024-06-07 15:59:32,405 [DEBUG] embed_tuning: chunk: [('h3', 'Assessments\n'), ('h3', 'Guidance & Coaching\n'), ('h3', 'Strategy & Change\n'), ('h3', 'Talent & Learning Architecture\n'), ('h3', 'Leadership Development\n'), ('p', 'With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders.\n')] 2024-06-07 15:59:32,405 [DEBUG] embed_tuning: chunk_content: Assessments Guidance & Coaching Strategy & Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. 2024-06-07 15:59:32,405 [DEBUG] embed_tuning: chunk: [('h3', 'Organisation Culture\n'), ('p', 'We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment.\n')] 2024-06-07 15:59:32,406 [DEBUG] embed_tuning: chunk_content: Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. 2024-06-07 15:59:32,406 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:32,407 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:32,407 [DEBUG] embed_tuning: chunk: [('h3', '\n Create a stronger employer brand\n \n'), ('h3', '\n Become future ready and resilient for change\n \n'), ('h3', '\n Insights in strengths and skills gaps\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'We practice what we preach\n'), ('p', "Utilising our own vision, methodologies, and tools, we've cultivated an agile and\xa0adaptive organisation that prioritises the well-being of its people. It’s no coincidence that, for several years, we are certified as “Great Place to Work”. That personal experience helps us understand your challenges better than others.\n")] 2024-06-07 15:59:32,407 [DEBUG] embed_tuning: chunk_content: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile and adaptive organisation that prioritises the well-being of its people. It’s no coincidence that, for several years, we are certified as “Great Place to Work”. That personal experience helps us understand your challenges better than others. 2024-06-07 15:59:32,408 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Foster your human capital Help your employees thrive in an ever-changing digital world Does this sound familiar? Your team is resistant to new workflows and systems Transformation efforts disintegrate due to a lack of holistic approach You struggle with staying ahead in a world that's always changing An approach to fostering your human capital  Roughly 70% of digital transformation initiatives don't achieve the expected goals or fail completely. Often because organisations heavily invest in technology and processes but overlook the profound effects these changes have on their workforce and organisational structure.  The human side, encompassing the nature of change, its implications for your workforce, and their resistances and concerns, is frequently overlooked. Change arises either from adopting new technologies or the necessity to become more robust and prepared for the future. In both scenarios, we emphasise the significance of your human capital, believing that change and technology thrive when embraced by its users. Talent enablement Organisational design & talent architecture Leadership & culture Talent enablement We empower you to elevate the skillset of your employees and guide them towards embracing an agile mindset, enabling them to thrive in an ever-evolving digital environment. Organisational design & talent architecture Together we craft a talent and learning architecture that synchronously considers workforce, work, and workplace, moving beyond conventional talent management. This framework not only prepares you for a resilient, adaptable, and future-ready tomorrow, but also enhances your ability to retain staff and attract new talent by positioning you as an employer of choice.  Leadership & culture Our approach revolves around strengthening leadership teams by focusing on relevant skills and effective people management strategies. We specialize in assessing and developing the leadership potential of your employees. Furthermore, we support you in cultivating a (learning) culture that fosters personalised development, collaboration, and continuous learning. How we can help To put our methodology into practice, we have several hands-on tools and services that help you take steps in fostering your human capital. Assessments Guidance & Coaching Strategy & Change Talent & Learning Architecture Leadership Development With leadership assessment and development, we thoroughly evaluate leadership abilities and design developmental journeys to foster strong leaders. Organisation Culture We assist you in shaping and nurturing the desired organisational culture to support your strategic objectives and enhance the work environment. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:32,408 [DEBUG] embed_tuning: chunk: [('h3', 'More than IT, more than HR\n'), ('h3', 'Keep your business in mind\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,409 [DEBUG] embed_tuning: chunk_content: More than IT, more than HR Keep your business in mind Get in touch with our experts   2024-06-07 15:59:32,409 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:32,410 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:32,410 [DEBUG] embed_tuning: Remaining Chunk: Create a stronger employer brand Become future ready and resilient for change Insights in strengths and skills gaps Why AE? What makes us different? We practice what we preach Utilising our own vision, methodologies, and tools, we've cultivated an agile and adaptive organisation that prioritises the well-being of its people. It’s no coincidence that, for several years, we are certified as “Great Place to Work”. That personal experience helps us understand your challenges better than others. More than IT, more than HR Keep your business in mind Get in touch with our experts   Here to help! 2024-06-07 15:59:32,410 [DEBUG] embed_tuning: Remaining Length: 645 2024-06-07 15:59:32,595 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:32,595 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:32,596 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:32,596 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:32,601 [DEBUG] embed_tuning: Nr of potential chunks: 18 2024-06-07 15:59:32,601 [DEBUG] embed_tuning: chunk: [('h1', '\n Upskill & reskill your digital talent\n \n'), ('h4', 'Unleash your potential\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n It’s difficult to attract, develop & retain talent in your organisation\n \n'), ('h3', '\n You are not sure which skills will be relevant in the future\n \n'), ('h3', '\n You are dependent on expensive external resources\n \n'), ('h2', 'A complete offering to up- and reskill your digital talent\n'), ('p', 'Employers estimate that 44% of workers’ skills will be disrupted in the next five years. It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning.\n'), ('p', 'We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level.\n')] 2024-06-07 15:59:32,602 [DEBUG] embed_tuning: chunk_content: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering to up- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years. It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. 2024-06-07 15:59:32,602 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspiration, training & courses\n'), ('h4', 'Learning journeys\n'), ('h4', 'Bespoke learning solution\n'), ('h4', 'Learning organisation & ecosystem\n'), ('h4', 'Inspiration, training & courses\n'), ('p', 'In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field.\n')] 2024-06-07 15:59:32,603 [DEBUG] embed_tuning: chunk_content: Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. 2024-06-07 15:59:32,603 [DEBUG] embed_tuning: chunk: [('h4', 'Learning journeys\n'), ('p', 'We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills.\n')] 2024-06-07 15:59:32,604 [DEBUG] embed_tuning: chunk_content: Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. 2024-06-07 15:59:32,604 [DEBUG] embed_tuning: chunk: [('h4', 'Bespoke learning solution\n'), ('p', 'We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience.\n')] 2024-06-07 15:59:32,604 [DEBUG] embed_tuning: chunk_content: Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. 2024-06-07 15:59:32,605 [DEBUG] embed_tuning: chunk: [('h4', 'Learning organisation & ecosystem\n'), ('p', 'We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company.\n')] 2024-06-07 15:59:32,605 [DEBUG] embed_tuning: chunk_content: Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. 2024-06-07 15:59:32,606 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps in up- and reskilling your talent.\n')] 2024-06-07 15:59:32,606 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in up- and reskilling your talent. 2024-06-07 15:59:32,606 [DEBUG] embed_tuning: chunk: [('h3', 'Trainings & Workshops\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,607 [DEBUG] embed_tuning: chunk_content: Trainings & Workshops   2024-06-07 15:59:32,607 [DEBUG] embed_tuning: chunk: [('h3', 'Analysis Learning Journey\n'), ('p', 'AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.\n'), ('p', '\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,608 [DEBUG] embed_tuning: chunk_content: Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.   2024-06-07 15:59:32,608 [DEBUG] embed_tuning: chunk: [('h3', 'Architecture Learning Journey\n'), ('p', 'AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules.\n'), ('p', '\n')] 2024-06-07 15:59:32,609 [DEBUG] embed_tuning: chunk_content: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. 2024-06-07 15:59:32,609 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Upskill & reskill your digital talent Unleash your potential Does this sound familiar? It’s difficult to attract, develop & retain talent in your organisation You are not sure which skills will be relevant in the future You are dependent on expensive external resources A complete offering to up- and reskill your digital talent Employers estimate that 44% of workers’ skills will be disrupted in the next five years. It’s an eye-opening statistic that highlights the importance of continuous or lifelong learning. We created an offering that goes beyond mere courses and trainings. We consider other learning methods, formats and development as well, such as the way of working, coaching, learning communities, etc. That way, we can help your organisation on an individual, team, or organisational level. Inspiration, training & courses Learning journeys Bespoke learning solution Learning organisation & ecosystem Inspiration, training & courses In the most basic form, we provide individual inspiration sessions, trainings and courses covering various expertise domains. Your greatest advantage? These courses are given by individuals with day-to-day experience in their respective field. Learning journeys We help upskill or reskill your talent with our learning journeys to achieve mastery in several IT roles. This program, which typically takes about 6 to 9 months, is a combination of courses, workshops, self-learning, and coaching. You will frequently interact with both your personal coach and your peers to enable learning from each other and exchange ideas. During this track, which can be personalised to the specific needs of the individual, you are encouraged and supported to apply what you have learned, with your personal coach serving as a sounding board. This combination of theory, interaction, and practice trains both your hard and soft skills. Bespoke learning solution We can develop tailor-made learning solutions to meet your specific needs and interests. These solutions will incorporate subject matter content, methods, and frameworks, including those already in place within your organisation, as well as the format of the learning experience. Learning organisation & ecosystem We can serve as a strategic partner to foster a culture of continuous learning, help you establish the groundwork to evolve into a learning organisation, and create a comprehensive learning community or ecosystem within your company. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in up- and reskilling your talent. Trainings & Workshops   Analysis Learning Journey AE’s Boost your Analysis Skills aims to support those who are or those who strive to become analysts through a combination of training, workshops, hybrid learning, community and coaching, divided into 8 learning modules.   2024-06-07 15:59:32,609 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Sessions\n'), ('p', "We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart.\n")] 2024-06-07 15:59:32,610 [DEBUG] embed_tuning: chunk_content: Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. 2024-06-07 15:59:32,610 [DEBUG] embed_tuning: chunk: [('h3', 'Bespoke Learning Solution\n'), ('p', 'Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised.\n')] 2024-06-07 15:59:32,611 [DEBUG] embed_tuning: chunk_content: Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. 2024-06-07 15:59:32,611 [DEBUG] embed_tuning: chunk: [('h3', 'Learning Organisation & Ecosystem\n'), ('p', 'To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR.\n')] 2024-06-07 15:59:32,612 [DEBUG] embed_tuning: chunk_content: Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. 2024-06-07 15:59:32,612 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:32,612 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:32,613 [DEBUG] embed_tuning: chunk: [('h3', '\n Enhanced competitiveness\n \n'), ('h3', '\n Increased efficiency & productivity\n \n'), ('h3', '\n Talent retention & engagement\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'In-depth knowledge and broad scope\n'), ('p', 'Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions.\n')] 2024-06-07 15:59:32,613 [DEBUG] embed_tuning: chunk_content: Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. 2024-06-07 15:59:32,614 [DEBUG] embed_tuning: chunk: [('h3', 'Hands-on expertise\n'), ('p', 'Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff.\n')] 2024-06-07 15:59:32,614 [DEBUG] embed_tuning: chunk_content: Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. 2024-06-07 15:59:32,615 [DEBUG] embed_tuning: chunk: [('h3', 'A combo of learning & IT\n'), ('p', 'Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology.\n')] 2024-06-07 15:59:32,615 [DEBUG] embed_tuning: chunk_content: A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. 2024-06-07 15:59:32,615 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,616 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts   2024-06-07 15:59:32,616 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:32,617 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:32,617 [DEBUG] embed_tuning: Remaining Chunk: Architecture Learning Journey AE’s Boost your Architecture Skills aims to support those who are or those who strive to become solution architects through a combination of training, workshops, hybrid learning, community and coaching, divided into 9 learning modules. Inspiration Sessions We can inspire and spark new ideas through sessions led by our experts on emerging technologies, business trends, etc. When you're in need of a fresh perspective, we can give you a kickstart. Bespoke Learning Solution Our approach to learning involves comprehensive intake conversations, tailored learning activities delivered by experts, dedicated coaching for effective knowledge acquisition, and measurement to ensure learning objectives are realised. Learning Organisation & Ecosystem To create a learning organisation we develop a way of working in co-creation, then introduce and strengthen it within your organisation. This includes developing a learning architecture, setting up a community of practice, building a learning culture and establish a link between learning and HR. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Enhanced competitiveness Increased efficiency & productivity Talent retention & engagement Why AE? What makes us different? In-depth knowledge and broad scope Our profound knowledge and wide scope in various digital domains enable us to offer a variety of learning solutions. Hands-on expertise Consultants with day-to-day experience in the field give inspiration sessions, trainings and workshops. Expect real-life examples, not theoretical ones, from people who know their stuff. A combo of learning & IT Our offering to upskill and reskill your digital talent is a unique combination that integrates the principles of adult learning with in-depth expertise in both business and technology. Get in touch with our experts   Here to help! 2024-06-07 15:59:32,617 [DEBUG] embed_tuning: Remaining Length: 2039 2024-06-07 15:59:32,790 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:32,790 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:32,791 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:32,791 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:32,796 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 15:59:32,797 [DEBUG] embed_tuning: chunk: [('h1', "\n Improve your organisation's agility\n \n"), ('p', 'Rewire for greater adaptability and a stronger focus on value\n')] 2024-06-07 15:59:32,797 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptability and a stronger focus on value 2024-06-07 15:59:32,798 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', '\n Your time-to-market is too long\n \n'), ('h3', '\n You have a lot of ad hoc decision making\n \n'), ('h3', '\n You have siloed departments\n \n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 15:59:32,798 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 15:59:32,798 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 15:59:32,799 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 15:59:32,799 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 15:59:32,800 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 15:59:32,800 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 15:59:32,800 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 15:59:32,801 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 15:59:32,801 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 15:59:32,802 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity.\n')] 2024-06-07 15:59:32,802 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. 2024-06-07 15:59:32,803 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\xa0\n')] 2024-06-07 15:59:32,803 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.  2024-06-07 15:59:32,803 [DEBUG] embed_tuning: chunk: [('h3', "Workshops & 1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 15:59:32,804 [DEBUG] embed_tuning: chunk_content: Workshops & 1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 15:59:32,804 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 15:59:32,805 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 15:59:32,805 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 15:59:32,805 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 15:59:32,806 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptability and a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.  Workshops & 1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 15:59:32,806 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 15:59:32,807 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 15:59:32,807 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 15:59:32,808 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 15:59:32,808 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:32,808 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:32,809 [DEBUG] embed_tuning: chunk: [('h3', '\n Reduced go-to-market time\n \n'), ('h3', '\n Better insights\n \n'), ('h3', '\n Improved predictability\n \n'), ('h3', '\n Continuous improvement\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 15:59:32,809 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 15:59:32,810 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 15:59:32,810 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 15:59:32,811 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 15:59:32,811 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 15:59:32,811 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 15:59:32,812 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 15:59:32,812 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:32,813 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts   2024-06-07 15:59:32,813 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:32,814 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:32,814 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts   Here to help! 2024-06-07 15:59:32,814 [DEBUG] embed_tuning: Remaining Length: 2000 2024-06-07 15:59:35,024 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:35,025 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:35,025 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:35,026 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:35,030 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 15:59:35,031 [DEBUG] embed_tuning: chunk: [('h1', '\n Hyper-automate your document flows\n \n'), ('h4', 'Let AI process your documents with efficiency and care\xa0\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n The number of documents and paperwork in your company keeps increasing\n \n'), ('h3', '\n Processing documents still requires a lot of manual interventions\n \n'), ('h3', '\n It’s difficult to gain relevant insights due to inefficient document flows\n \n'), ('h2', 'A framework to hyper-automate your document flows\n'), ('p', 'When it comes to business processes, 60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.\xa0\n')] 2024-06-07 15:59:35,031 [DEBUG] embed_tuning: chunk_content: Hyper-automate your document flows Let AI process your documents with efficiency and care  Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes, 60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.  2024-06-07 15:59:35,032 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Vision & Foundation\n'), ('h4', 'Creation & Integration\n'), ('h4', 'Growth & Partnership\n'), ('h4', 'Vision & Foundation\n'), ('p', 'Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact.\n')] 2024-06-07 15:59:35,032 [DEBUG] embed_tuning: chunk_content: Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. 2024-06-07 15:59:35,033 [DEBUG] embed_tuning: chunk: [('h4', 'Creation & Integration\n'), ('p', 'In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution.\n')] 2024-06-07 15:59:35,033 [DEBUG] embed_tuning: chunk_content: Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. 2024-06-07 15:59:35,033 [DEBUG] embed_tuning: chunk: [('h4', 'Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows.\n')] 2024-06-07 15:59:35,034 [DEBUG] embed_tuning: chunk_content: Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. 2024-06-07 15:59:35,034 [DEBUG] embed_tuning: chunk: [('h3', 'DiscoverySession\n'), ('h3', 'Kickstarter\n'), ('h3', 'SolutionRoadmap\n'), ('p', "We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation.\n")] 2024-06-07 15:59:35,035 [DEBUG] embed_tuning: chunk_content: DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. 2024-06-07 15:59:35,035 [DEBUG] embed_tuning: chunk: [('h3', 'AgileDevelopment\n'), ('p', 'Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment.\n')] 2024-06-07 15:59:35,035 [DEBUG] embed_tuning: chunk_content: AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. 2024-06-07 15:59:35,036 [DEBUG] embed_tuning: chunk: [('h3', 'OperationalSupport\n'), ('p', 'We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey.\n')] 2024-06-07 15:59:35,036 [DEBUG] embed_tuning: chunk_content: OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. 2024-06-07 15:59:35,037 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:35,037 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:35,038 [DEBUG] embed_tuning: chunk: [('h3', '\n Empowered employees\n \n'), ('h3', '\n Increased retention\n \n'), ('h3', '\n Streamlined efficiency\n \n'), ('h3', '\n Data-driven decision making\n \n'), ('h3', '\n Seamless integration\n \n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\xa0\n'), ('p', '\n\n')] 2024-06-07 15:59:35,038 [DEBUG] embed_tuning: chunk_content: Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.  2024-06-07 15:59:35,038 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', 'The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx.\n'), ('p', '\n')] 2024-06-07 15:59:35,039 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. 2024-06-07 15:59:35,039 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Intelligent use of AI\n'), ('h3', 'Just enough change\n'), ('h3', 'More than just technology\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:35,040 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts   2024-06-07 15:59:35,040 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Hyper-automate your document flows Let AI process your documents with efficiency and care  Does this sound familiar? The number of documents and paperwork in your company keeps increasing Processing documents still requires a lot of manual interventions It’s difficult to gain relevant insights due to inefficient document flows A framework to hyper-automate your document flows When it comes to business processes, 60% of occupations could save 30% of their time with automation. That means you could save a huge amount of time and resources by automating repetitive tasks and at the same time elevate job satisfaction by removing frustrations and inefficiencies. To realise just that, we developed a three-pillar framework.  Vision & Foundation Creation & Integration Growth & Partnership Vision & Foundation Your journey towards hyper-automation begins here. We delve into the heart of your business, the workflows. We identify bottlenecks, inefficiencies, and opportunities to transform your flows and automate for maximum impact. Creation & Integration In this phase strategy becomes reality. In sync with your vision, we meticulously develop and refine a custom solution. We bring the minimum viable product from concept to creation and ensure that the transition feels like a natural evolution, not a revolution. Growth & Partnership How we can help To put our framework into practice, we have several hands-on methods and tools that help you take stepsin hyper-automating your document flows. DiscoverySession Kickstarter SolutionRoadmap We design a roadmap that’s not just a path to success but a flexible guide that adapts and grows with your business. It's the strategic blueprint for the journey ahead, built on insights from the discovery session, MVP or PoC, and our expertise in hyper-automation. AgileDevelopment Our cross-functional teams use agile development to fine-tune existing solutions or create new applications that operate flawlessly within your business environment. OperationalSupport We can ensure everything keeps running smoothly once implemented. We offer operational support and managed services during every step of your journey. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Empowered employees Increased retention Streamlined efficiency Data-driven decision making Seamless integration What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.  Customer Case SDWorx The implementation of our AI tool for document automation improved the service delivery and team performance of SDWorx. 2024-06-07 15:59:35,041 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help \n'), ('h3', '\n')] 2024-06-07 15:59:35,041 [DEBUG] embed_tuning: chunk_content: Here to help 2024-06-07 15:59:35,041 [DEBUG] embed_tuning: Remaining Chunk: Why AE? What makes us different? Intelligent use of AI Just enough change More than just technology Get in touch with our experts   Here to help 2024-06-07 15:59:35,042 [DEBUG] embed_tuning: Remaining Length: 147 2024-06-07 15:59:37,400 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:37,400 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:37,401 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:37,401 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 15:59:37,405 [DEBUG] embed_tuning: Nr of potential chunks: 13 2024-06-07 15:59:37,406 [DEBUG] embed_tuning: chunk: [('h1', 'Four fundamentals of workplace automation\n'), ('h3', '\n'), ('p', '\nThe potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', '\nWhat will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1.\nLeading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.\n Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2.\nFor a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org.\n \n'), ('p', '\nEarlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3.\nThis initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).\n Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs.\n'), ('p', '\nMore specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4.\nWe define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.\n In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', '\nThe organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', '\nOur research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 15:59:37,406 [DEBUG] embed_tuning: chunk_content: Four fundamentals of workplace automation The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1. Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep. Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2. For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3. This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning). Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4. We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project. In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 15:59:37,407 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', '\nThese preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5.\nOur analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.\n and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', '\nThe bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', '\nIn many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 15:59:37,407 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5. Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration. and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 15:59:37,408 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Four fundamentals of workplace automation The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1. Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep. Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2. For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3. This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning). Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4. We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project. In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 15:59:37,409 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', '\nAccording to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', '\nAs roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 15:59:37,409 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 15:59:37,410 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5. Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration. and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 15:59:37,410 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', '\nConventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6.\nIn addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n \n'), ('p', '\nOur work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7.\nUsing a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 15:59:37,411 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6. In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7. Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 15:59:37,411 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', '\nCapabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', '\nWhile these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires.\n'), ('p', '\nThese interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', '\nNor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', '\nAll this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 15:59:37,412 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 15:59:37,412 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6. In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7. Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 15:59:37,413 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office.\n'), ('p', '\nThe authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 15:59:37,413 [DEBUG] embed_tuning: chunk_content: Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 15:59:37,414 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 15:59:37,414 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Where machines could replace humans—and where they can’t (yet)\n'), ('h6', "An executive's guide to the Internet of Things\n"), ('h6', 'An executive’s guide to machine learning\n'), ('h3', '\n'), ('p', '\nThe potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.\n'), ('p', '\nWhat will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1.\nLeading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep.\n Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2.\nFor a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org.\n \n'), ('p', '\nEarlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3.\nThis initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning).\n Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs.\n'), ('p', '\nMore specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4.\nWe define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project.\n In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.\n'), ('p', '\nThe organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.\n'), ('p', '\nOur research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.\n')] 2024-06-07 15:59:37,415 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1. Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep. Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2. For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3. This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning). Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4. We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project. In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 15:59:37,415 [DEBUG] embed_tuning: chunk: [('h2', '1. The automation of activities\n'), ('p', '\nThese preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5.\nOur analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration.\n and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.\n'), ('p', '\nThe bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation.\n'), ('p', '\nIn many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.\n')] 2024-06-07 15:59:37,416 [DEBUG] embed_tuning: chunk_content: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5. Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration. and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 15:59:37,416 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us Related Articles Where machines could replace humans—and where they can’t (yet) An executive's guide to the Internet of Things An executive’s guide to machine learning The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers. What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1 1. Leading perspectives on the changes under way include Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, New York: W. W. Norton, 2014; Carl Benedikt Frey and Michael A. Osborne, “The future of employment: How susceptible are jobs to computerisation?,” Oxford Martin School Programme on the Impacts of Future Technology, September 17, 2013, futuretech.ox.ac.uk; and David H. Autor, “Why are there still so many jobs? The history and future of workplace automation,” Journal of Economic Perspectives, Summer 2015, Volume 29, Number 3, pp. 3–30, aeaweb.org/jep. Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2 2. For a proposed agenda to examine some of these topics, see “Research priorities for robust and beneficial artificial intelligence: An open letter,” Future of Life Institute, January 11, 2015, futureoflife.org. Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 3. This initiative builds on earlier McKinsey Global Institute (MGI) work describing a range of disruptive technologies, which could multiply the capacity of companies to automate physical and intellectual tasks. For the full MGI report, see “Disruptive technologies: Advances that will transform life, business, and the global economy,” May 2013. This research has examined the economic potential of disruptive technologies that can automate physical work (for example, advanced robotics, 3-D printing, and autonomous vehicles) as well as those that can automate knowledge work requiring intellectual effort and the ability to interact with others (for example, various types of artificial intelligence, machine learning, and deep learning). Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs. More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 4. We define “currently demonstrated technologies” as ones that have already exhibited the level of performance and reliability needed to automate one or more of the 18 capabilities required for carrying out work activities. In some cases, that performance has been demonstrated in a commercially available product and in others as part of a research project. In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator. Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. 2024-06-07 15:59:37,417 [DEBUG] embed_tuning: chunk: [('h2', '2. The redefinition of jobs and business processes\n'), ('p', '\nAccording to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.\n'), ('p', '\nAs roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.\n')] 2024-06-07 15:59:37,417 [DEBUG] embed_tuning: chunk_content: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 2024-06-07 15:59:37,418 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 1. The automation of activities These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 5. Our analysis used “detailed work activities,” as defined by O*NET, a program sponsored by the US Department of Labor, Employment and Training Administration. and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings. The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation. In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases. 2024-06-07 15:59:37,418 [DEBUG] embed_tuning: chunk: [('h2', '3. The impact on high-wage occupations\n'), ('p', '\nConventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6.\nIn addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics.\n \n'), ('p', '\nOur work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7.\nUsing a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).\n')] 2024-06-07 15:59:37,419 [DEBUG] embed_tuning: chunk_content: 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6. In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7. Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 15:59:37,419 [DEBUG] embed_tuning: chunk: [('h2', '4. The future of creativity and meaning\n'), ('p', '\nCapabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.\n'), ('p', '\nWhile these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires.\n'), ('p', '\nThese interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?\n'), ('p', '\nNor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.\n'), ('p', '\nAll this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.\n')] 2024-06-07 15:59:37,420 [DEBUG] embed_tuning: chunk_content: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 15:59:37,420 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 2. The redefinition of jobs and business processes According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues. As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. 3. The impact on high-wage occupations Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6 6. In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 7. Using a linear model, we find the correlation between wages and automatability (the percentage of time spent on activities that can be automated by adapting currently demonstrated technology) in the US economy to be significant (p-value < 0.01),="" but="" with="" a="" high="" degree="" of="" variability="" (r2="0.19)."> For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2). 2024-06-07 15:59:37,421 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office.\n'), ('p', '\nThe authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.\n')] 2024-06-07 15:59:37,421 [DEBUG] embed_tuning: chunk_content: Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. 2024-06-07 15:59:37,422 [DEBUG] embed_tuning: Adding chunk to actual_chunks: 4. The future of creativity and meaning Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion. While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident? Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge. 2024-06-07 15:59:37,422 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 15:59:37,423 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 15:59:37,423 [DEBUG] embed_tuning: Remaining Chunk: Michael Chui is a principal at the McKinsey Global Institute, where James Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office. The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article. Explore a career with us 2024-06-07 15:59:37,424 [DEBUG] embed_tuning: Remaining Length: 379 2024-06-07 15:59:38,483 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:38,483 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:38,484 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:38,484 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:38,488 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 15:59:38,488 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 15:59:38,489 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 15:59:38,489 [DEBUG] embed_tuning: chunk: [('h1', '\n Applications\n \n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 15:59:38,489 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 15:59:38,490 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', '\n Moving from strategy to application\n \n'), ('h3', '\n Developing future-proof applications\n \n'), ('h3', '\n Delivering qualitative applications quickly\n \n'), ('h3', '\n Maintaining & evolving existing applications\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:38,490 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications   2024-06-07 15:59:38,491 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Run your digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 15:59:38,491 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 15:59:38,492 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:38,492 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:38,493 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 15:59:38,493 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 15:59:38,493 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 15:59:38,494 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 15:59:38,494 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 15:59:38,495 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 15:59:38,495 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:38,496 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.   2024-06-07 15:59:38,496 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 15:59:38,496 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 15:59:38,497 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications   Our Applications Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.   Your journey starts here! 2024-06-07 15:59:38,497 [DEBUG] embed_tuning: Remaining Length: 2403 2024-06-07 15:59:38,617 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:38,617 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:38,618 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:38,618 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:38,621 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 15:59:38,622 [DEBUG] embed_tuning: chunk: [('p', 'Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies.\n')] 2024-06-07 15:59:38,622 [DEBUG] embed_tuning: chunk_content: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. 2024-06-07 15:59:38,623 [DEBUG] embed_tuning: chunk: [('h1', '\n Applications\n \n'), ('p', 'We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world.\n'), ('p', 'We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done.\n')] 2024-06-07 15:59:38,623 [DEBUG] embed_tuning: chunk_content: Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. 2024-06-07 15:59:38,623 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges concerning Applications\n"), ('h3', '\n Moving from strategy to application\n \n'), ('h3', '\n Developing future-proof applications\n \n'), ('h3', '\n Delivering qualitative applications quickly\n \n'), ('h3', '\n Maintaining & evolving existing applications\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:38,624 [DEBUG] embed_tuning: chunk_content: Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications   2024-06-07 15:59:38,624 [DEBUG] embed_tuning: chunk: [('h2', 'Our Applications Solutions\n'), ('h3', 'Think, Build & Run your digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 15:59:38,625 [DEBUG] embed_tuning: chunk_content: Our Applications Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 15:59:38,625 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:38,626 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:38,626 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Peace of mind\n'), ('p', 'We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget.\n')] 2024-06-07 15:59:38,626 [DEBUG] embed_tuning: chunk_content: Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. 2024-06-07 15:59:38,627 [DEBUG] embed_tuning: chunk: [('h3', 'Increased revenue & reduced costs\n'), ('p', 'Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process.\n')] 2024-06-07 15:59:38,627 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. 2024-06-07 15:59:38,628 [DEBUG] embed_tuning: chunk: [('h3', 'Our approach, your way\n'), ('p', 'We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams.\n')] 2024-06-07 15:59:38,628 [DEBUG] embed_tuning: chunk_content: Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. 2024-06-07 15:59:38,628 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:38,629 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.   2024-06-07 15:59:38,629 [DEBUG] embed_tuning: chunk: [('h3', 'Your journey starts here!\n'), ('h3', '\n')] 2024-06-07 15:59:38,630 [DEBUG] embed_tuning: chunk_content: Your journey starts here! 2024-06-07 15:59:38,630 [DEBUG] embed_tuning: Remaining Chunk: Digital business requires robust applications that meet the needs and expectations of your users or customers. Robust solutions are functional and user-friendly, but also secure, performant, available, and scalable. They can handle different types of data, devices, and platforms, and integrate seamlessly with other systems and services. They adapt to changing market conditions and customer feedback, and evolve with your business goals and strategies. Applications We help you design, develop and manage robust digital solutions that can give you a competitive edge in the digital world. We create your digital solutions by right-sizing your strategy, building rock-solid applications and ensuring support after launch. Our teams work in sync with your team to get the job done. Today's challenges concerning Applications Moving from strategy to application Developing future-proof applications Delivering qualitative applications quickly Maintaining & evolving existing applications   Our Applications Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? Peace of mind We deliver digital solutions that meet your expectations, are secure, user-friendly, future-proof and are delivered within time and budget. Increased revenue & reduced costs Qualitative applications result in an increase in revenue and/or a reduction of costs. The first is due to a better customer experience, while the latter is achieved through an efficient and secure software delivery process. Our approach, your way We have a clear methodology, but we are flexible in the way we work together. You can choose between team-as-a-service (your tech, your way of working), solution-as-a-service (our tech, our way of working) or hybrid teams. A true end-to-end partner Our organisation boasts a large range of skillsets. That makes us a true end-to-end partner, that can help you from concept to roll-out, and even with managed services afterwards.   Your journey starts here! 2024-06-07 15:59:38,631 [DEBUG] embed_tuning: Remaining Length: 2403 2024-06-07 15:59:39,014 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:39,014 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:39,015 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:39,015 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 15:59:39,020 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 15:59:39,020 [DEBUG] embed_tuning: chunk: [('h1', 'An operating model for the next normal: Lessons from agile organizations in the crisis\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe.\n'), ('p', 'For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams\xa0in the hope of adapting more quickly\xa0to changing business priorities.\n\n\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 15:59:39,021 [DEBUG] embed_tuning: chunk_content: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams in the hope of adapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 15:59:39,021 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.”\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 15:59:39,022 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 15:59:39,022 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 15:59:39,023 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 15:59:39,023 [DEBUG] embed_tuning: Adding chunk to actual_chunks: An operating model for the next normal: Lessons from agile organizations in the crisis This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams in the hope of adapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 15:59:39,024 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting\xa0isn’t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.”\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 15:59:39,024 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:39,024 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 15:59:39,024 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:39,025 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 15:59:39,025 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:39,025 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 15:59:39,025 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:39,026 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 15:59:39,027 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 15:59:39,027 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 15:59:39,028 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 15:59:39,028 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 15:59:39,029 [DEBUG] embed_tuning: chunk_content: Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 15:59:39,029 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 15:59:39,030 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'Revisiting agile teams after an abrupt shift to remote\n'), ('h6', 'To weather a crisis, build a network of teams\n'), ('h6', 'Agility to action: Operationalizing a value-driven agile blueprint\n'), ('h3', '\n'), ('p', 'This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe.\n'), ('p', 'For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams\xa0in the hope of adapting more quickly\xa0to changing business priorities.\n\n\n'), ('p', 'Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic.\n'), ('p', 'That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn?\n')] 2024-06-07 15:59:39,030 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:39,030 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams in the hope of adapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 15:59:39,031 [DEBUG] embed_tuning: chunk: [('h1', '\n Think, Build & Run your digital solution\n \n'), ('h4', 'Crafting digital solutions that truly matter\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Translating strategy into concrete digital solutions is difficult\n \n'), ('h3', '\n You lack expertise to deliver digital solutions\n \n'), ('h3', '\n IT is a bottleneck for business initiatives\n \n'), ('h2', 'A methodology to think, build & run your digital solution\n'), ('p', 'Research shows that, compared to non-agile teams, 93% of agile development teams reported higher customer satisfaction and better operational performance. Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget.\n')] 2024-06-07 15:59:39,031 [DEBUG] embed_tuning: chunk: [('h2', 'Evaluating the effectiveness of the response\n'), ('p', 'We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1).\n'), ('p', 'Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.”\n'), ('p', 'Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days.\n'), ('p', 'Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis.\n')] 2024-06-07 15:59:39,031 [DEBUG] embed_tuning: chunk_content: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build & run your digital solution Research shows that, compared to non-agile teams, 93% of agile development teams reported higher customer satisfaction and better operational performance. Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. 2024-06-07 15:59:39,032 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Think: Getting the foundation right\n'), ('h4', 'Build: Sprint-based agile development\n'), ('h4', 'Run: Growth & Partnership\n'), ('h4', 'Think: Getting the foundation right\n'), ('p', 'We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution.\n')] 2024-06-07 15:59:39,032 [DEBUG] embed_tuning: chunk_content: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 15:59:39,032 [DEBUG] embed_tuning: chunk_content: Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. 2024-06-07 15:59:39,032 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us Related Articles Revisiting agile teams after an abrupt shift to remote To weather a crisis, build a network of teams Agility to action: Operationalizing a value-driven agile blueprint This article was a collaborative effort by Christopher Handscomb, Deepak Mahadevan, Lars Schor, and Marcus Sieberer of McKinsey and by Euvin Naidoo and Suraj Srinivasan of the Harvard Business School. It represents views from across McKinsey’s Agile Tribe. For many companies, the first, most visible effects of the COVID-19 pandemic quickly created a challenge to their operating and business models. Everything came into question, from how and where employees worked to how they engaged with customers to which products were most competitive and which could be quickly adapted. To cope, many turned to practices commonly associated with agile teams in the hope of adapting more quickly to changing business priorities. Agile organizations are designed to be fast, resilient, and adaptable. In theory, organizations using agile practices should be perfectly suited to respond to shocks such as the COVID-19 pandemic. Understanding the experiences of agile—or partially agile—companies during the crisis provides insights around which elements of their operating models proved most useful in practice. Through our research, one characteristic stood out for companies that outperformed their peers: companies that ranked higher on managing the impact of the COVID-19 crisis were also those with agile practices more deeply embedded in their enterprise operating models. That is, they were mature agile organizations that had implemented the most extensive changes to enterprise-wide processes before the pandemic. That suggests implications for less agile companies as economies reopen. Should they set aside the agile practices they adopted during the pandemic and return to their traditional operating models? Or should they double down on agile practices to embrace the more fundamental team- and enterprise-level processes that helped successful agile companies navigate the downturn? 2024-06-07 15:59:39,033 [DEBUG] embed_tuning: chunk: [('h4', 'Build: Sprint-based agile development\n'), ('p', 'We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations.\n')] 2024-06-07 15:59:39,033 [DEBUG] embed_tuning: chunk: [('h2', 'The elements of a successful response\n'), ('p', 'Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform.\n'), ('p', 'We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation.\n'), ('p', 'Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes.\n')] 2024-06-07 15:59:39,033 [DEBUG] embed_tuning: chunk_content: Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. 2024-06-07 15:59:39,034 [DEBUG] embed_tuning: chunk_content: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. 2024-06-07 15:59:39,034 [DEBUG] embed_tuning: chunk: [('h4', 'Run: Growth & Partnership\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps in creating great digital solutions.\n')] 2024-06-07 15:59:39,034 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Evaluating the effectiveness of the response We analyzed 25 companies across seven sectors that have undergone or are currently undergoing an agile transformation. According to their self-assessments, almost all of their agile business units responded better than their nonagile units to the shocks associated with the COVID-19 pandemic by measures of customer satisfaction, employee engagement, or operational performance (Exhibit 1). Executives emphasized that the agile teams have continued their work almost seamlessly after the shock, without substantial setbacks in productivity. In contrast, many nonagile teams struggled to transition, reprioritize their work, and be productive in the new remote setup. The alignment between agile teams’ backlogs and their business priorities allowed them to shift focus quickly. Stephen Gilderdale, chief product officer at SWIFT, told us his organization reprioritized about 20 percent of its work, and agile teams contributed by quickly aligning to updated priorities: “They knew their business objectives and had sophisticated reasoning for each of them. This allowed them to reprioritize their work within a few days.” Reprioritization comes naturally to agile companies. They do it by embedding customer-centricity in their processes, delayering and empowering the organization, and bringing business and IT together. For instance, an Asian telco had to shut down its offshore call center when the COVID-19 situation started, which resulted in the messaging queue increasing to an average of 36 hours of waiting time. In reaction, managers asked retail staff to support call-center functions, established microsites in an offshore location to reopen call centers, and switched on chatbot access for all of their customers. Within a month, the queue had fallen back down to just a few minutes. The leader of the telco’s agile center of excellence particularly highlighted that such a reaction could have taken six months in the old way of working. Now, resources could be reallocated quickly, allowing teams to shift focus and deliver digital prototypes within days. Many of the executives of agile companies we interviewed also highlighted that their organizations reacted faster than their peers. To validate that trend, we analyzed the speed of service adjustment of companies with different agile maturities. For instance, we measured the time that 36 telco providers across 11 Asian and European countries took to launch services in response to the COVID-19 pandemic, such as providing additional data or bandwidth. Results of our research confirm that telco operators that adopted an agile operating model before the pandemic responded significantly faster, on average, than their peers (Exhibit 2). We observed similar trends when measuring the reaction time of banks to launch services in response to the COVID-19 crisis. 2024-06-07 15:59:39,035 [DEBUG] embed_tuning: chunk_content: Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in creating great digital solutions. 2024-06-07 15:59:39,035 [DEBUG] embed_tuning: chunk: [('h3', 'Team-level elements\n'), ('p', 'Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely.\n'), ('p', 'Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting\xa0isn’t something an organization can do for a long time, leading it to reduce team workloads consciously.\n'), ('p', 'The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.”\n'), ('p', 'Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other.\n'), ('p', 'While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located.\n')] 2024-06-07 15:59:39,035 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Approach\n'), ('h3', 'Built to last\n'), ('h3', 'Test Automation\n'), ('p', 'From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released.\n')] 2024-06-07 15:59:39,036 [DEBUG] embed_tuning: chunk_content: Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. 2024-06-07 15:59:39,036 [DEBUG] embed_tuning: chunk_content: Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 15:59:39,036 [DEBUG] embed_tuning: chunk: [('h3', 'User Centricity\n'), ('p', 'Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value!\n')] 2024-06-07 15:59:39,036 [DEBUG] embed_tuning: chunk: [('h3', 'Enterprise-level elements\n'), ('p', 'Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock.\n'), ('p', 'For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own.\n'), ('p', 'A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most.\n'), ('p', 'Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis.\n'), ('p', 'Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency.\n')] 2024-06-07 15:59:39,037 [DEBUG] embed_tuning: chunk_content: User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! 2024-06-07 15:59:39,037 [DEBUG] embed_tuning: chunk_content: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 15:59:39,037 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:39,038 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The elements of a successful response Most organizations, agile or not, witnessed a faster pace of decision making as the realities of the COVID-19 pandemic evolved. Under immense pressure to set up an operating infrastructure very quickly to allow hundreds and thousands of employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Priorities became clearer, and there was a razor-sharp focus on what needed to get done in the very short term as many organizations went into survival mode. Even considering that across-the-board step-up from many organizations, agile organizations managed to outperform. We asked executives and agile leaders of the 25 analyzed companies which elements and practices helped them and their teams cope with the shock. Their responses fell into two categories: elements at the team level (many of which, incidentally, were also exercised by many nonagile organizations or units) and more advanced, enterprise-level elements, which were only observed in organizations that had already undergone a radical transformation. Under immense pressure to set up an operating infrastructure to allow employees to work from home, many organizations gave up traditional processes and bureaucracy and solved instead for faster outcomes. Team-level elements Team-level elements enabled teams to focus and to swarm—or rally those with the necessary skills around a task—to keep work moving on schedule. Even nonagile organizations and units called upon such practices in reaction to the crisis. They included a set of structured events, or ceremonies, at the team level that allowed teams to keep their pace and rhythm, even if the priorities were changing quickly and team members were no longer co-located. In fact, the events and ceremonies gave the teams platforms for effective, faster decision making as things changed. Some companies increased the frequency of ceremonies—doubling the cadence of status-check sessions, for example, or halving the length of their sprints to cope better with changing priorities. That ensured better communication within the team and provided for regular social interactions. Remote-collaboration tools then helped the teams continue working together and track their progress transparently, even while working remotely. Consider the experience at MSD Japan, for example. In 2019, MSD Japan transformed into an agile organization so it could adapt to changing environments and customer needs. Its president, Jannie Oosthuizen, told us that the application of agile practices allowed the company to have a seamless up-and-down flow of information. That information flow was enabled by the use of agile ceremonies at each level so that teams could keep the rhythm going and make switches easily and seamlessly. For instance, Oosthuizen described underestimating the impact of the shock on employees and their workloads. For MSD Japan, agile ceremonies provided a regular pulse check of team health and workload. And it realized rather quickly that keeping the agile pace in a remote setting isn’t something an organization can do for a long time, leading it to reduce team workloads consciously. The ability to restructure an evolving list of product requirements, or backlog, allowed teams to focus on changing customer needs, even as what mattered most to their customers rapidly changed. As Oosthuizen observed, “Even before COVID-19, we were bad at prioritizing, and it’s still a challenge. Looking back, we should have put more focus on it. Then we would have been in a better position to cope with the shock.” Most agile teams practiced such foundational agile elements before the pandemic, so they could continue their work almost seamlessly under lockdown. As SWIFT’s Gilderdale told us, “At the beginning of the pandemic, our agile teams were able almost seamlessly to move to a remote setup. The agile teams particularly benefited from their cross-functional nature and way of working. They had their tasks transparently described in digital-issue tracking tools and were experienced in using digital remote-collaboration tools. In fact, many nonagile teams started to adopt some of the practices of the agile teams during the pandemic so that they could work remotely effectively.” That adoption of select agile elements by nonagile teams is a trend we saw broadly, and agile coaches often played a key role. We heard from managers at several companies who explicitly reallocated coaches to nonagile teams to help them conduct effective agile ceremonies and more effectively collaborate with each other. While co-location has often been seen as a prerequisite for the agile way of working, the pandemic has shown that agile teams can be highly effective in a remote setting. The critical success factors have been a stringent adherence to the agile cadence, efficient use of remote-collaboration tools, and the creation of a virtual co-location. Many organizations reported that being remote helped them to be virtually co-located and become more effective. For instance, a product owner at a global consumer-goods organization described his team as distributed across two geographical locations before the pandemic. When everybody was forced to work remotely, the team’s cohesion increased because every team member was equally co-located. 2024-06-07 15:59:39,038 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:39,038 [DEBUG] embed_tuning: chunk: [('h2', 'Inflection point: Reopening an organization after the pandemic\n'), ('p', 'Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up.\n'), ('p', 'With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal:\n'), ('li', '- Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.'), ('li', '- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.'), ('li', '- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.'), ('p', 'We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term.\n')] 2024-06-07 15:59:39,038 [DEBUG] embed_tuning: chunk: [('h3', '\n Peace of mind\n \n'), ('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Our approach, your way\n \n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\xa0\n'), ('p', '\n\n')] 2024-06-07 15:59:39,039 [DEBUG] embed_tuning: chunk_content: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 15:59:39,039 [DEBUG] embed_tuning: chunk_content: Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.  2024-06-07 15:59:39,040 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Enterprise-level elements Enterprise-level elements helped companies rapidly align their entire organizations around shifting priorities during the crisis. Executives and agile leaders particularly emphasized the importance of empowering cross-functional teams at the lowest level to step up and make decisions essential to coping with the shock. For instance, the transformation lead of a global financial-service provider attributed its success in managing the pandemic to empowering teams and product owners and having reorganized into almost independent cross-functional teams. That allowed senior leaders to focus on steering the company and engaging with customers. Elsewhere, the transformation lead of an insurance company in Asia told us that his company didn’t require many COVID-19-response committees to cope with the shock. While the company had struggled to set up complex response committees for previous crises—even small ones—its empowered, cross-functional, agile teams were able to react to the COVID-19 shock on their own. A structured governance process for the regular review and reset of business priorities, top to bottom, across the full organization also helped companies to realign and implement their response strategies. That proved especially helpful, for instance, when it became necessary to shift resources from offline channels to online channels. Multiple companies conducted ad hoc quarterly business reviews (QBRs) two to three weeks before the regularly scheduled cadence to review the priorities of their business units. For instance, MSD Japan CEO Oosthuizen emphasized the importance of the QBR process to align the company’s recovery strategy across all business units and allocate the resources properly to what mattered most. Last, among the most successful agile companies we reviewed, an outcome-based, digital, and automated tracking system gave them daily transparency on their performance. An agile leader of a telco operator described knowing, for example, exactly what the impact was going to be in product delays if it was shifting people around, since everything was so transparent on a priority level. Similarly, companies that didn’t implement an enterprise-wide performance-tracking system highlighted that as a missed opportunity. The transformation lead of a European bank mentioned that it was almost blind about performance during the pandemic. Automated dashboards, the lead said, would have helped the bank identify the key issues and focus on what mattered most during the crisis. Executives often highlighted that the combination of different team- and enterprise-level elements made the real difference. For instance, to be fully productive, agile teams must be cross-functional, truly empowered, and adhere to agile ceremonies. Similarly, efficient goals and resource reprioritization required outcome-based performance tracking and full transparency. 2024-06-07 15:59:39,040 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case SDWorx\n'), ('p', "We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%.\n"), ('p', '\n')] 2024-06-07 15:59:39,040 [DEBUG] embed_tuning: chunk_content: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. 2024-06-07 15:59:39,041 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', 'Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner.\n'), ('p', 'The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article.\n'), ('p', 'This article was edited by Dennis Swinford, a senior editor in the Seattle office.\n')] 2024-06-07 15:59:39,041 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Think, Build & Run your digital solution Crafting digital solutions that truly matter Does this sound familiar? Translating strategy into concrete digital solutions is difficult You lack expertise to deliver digital solutions IT is a bottleneck for business initiatives A methodology to think, build & run your digital solution Research shows that, compared to non-agile teams, 93% of agile development teams reported higher customer satisfaction and better operational performance. Agile development offers great benefits, but is not without its challenges.To tackle these challenges, we developed a clear methodology for creating user-friendly and secure digital solutions within time and budget. Think: Getting the foundation right Build: Sprint-based agile development Run: Growth & Partnership Think: Getting the foundation right We capture the context by using service design techniques, creating personas, and setting up customer journeys. We then make choices about scope and prototype the visual identity, laying a technical foundation by designing the technical backbone with a focus on technology, security, performance, and scalability. The phase ends with an integrated plan for delivering your digital solution. Build: Sprint-based agile development We focus on UX/UI during the entire process to create valuable experiences for end-users. With integrated quality assurance and privacy & security by design, we make sure you get a user-friendly and secure digital solution that meets your expectations. Run: Growth & Partnership How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in creating great digital solutions. Agile Approach Built to last Test Automation From requirements gathering, over functional analysis, testing and user acceptance: our agile approach ensures fully tested software delivery on a biweekly basis. We use test automation to limit manual testing efforts and prevent regression issues after the solution is released. User Centricity Delivering value to end users is the essence of what we do. Making end users part of the process, from the early design stages to the agile delivery, is the only way to be certain that what we are building effectively covers their needs. This boosts user acceptance and maximises value! What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Peace of mind Increased revenue & reduced costs Our approach, your way What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.  2024-06-07 15:59:39,041 [DEBUG] embed_tuning: chunk_content: Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. 2024-06-07 15:59:39,041 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('h3', 'Digital strategy translation\n'), ('h3', 'One-stop shop\n'), ('h3', 'Customer centricity\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:39,042 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Inflection point: Reopening an organization after the pandemic Agile ways of working helped even nonagile companies cope with the COVID-19 pandemic. As economies open up, previously nonagile companies must decide whether to double back or double down on agile ways of working. Many of them have adopted agile ways of working out of necessity—and often in a quite unsustainable way. As the adrenaline runs out, they will need to return to a steady state that is sustainable for all employees and that allows them to cope effectively with change in an uncertain future. For instance, the business model of a European machine-building company has significantly shifted during the pandemic, with customers increasingly focusing on digital solutions. To react to that demand, the company implemented its first agile practices during the crisis and is now weighing how much change it can sustainably manage in the first few months after reopening. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. With the speed of change expected to continue, the need has never been greater for an operating model that can keep up. To use this momentum and fully embrace an operating-model shift, organizations need to engage actively now, following three steps for the next normal: - Reflect. Companies need to reflect systematically on what they have learned, assess what practices worked and what didn’t work during the pandemic, and decide which of those they want to embed sustainably. For instance, they could ask what differentiated the teams that coped well with the shock from the teams that struggled the most and what practices they can sustainably manage in their operating models. At the same time, they should also look toward more agile organizations to get inspiration from their broader recipes. It’s key to not only look at what actually worked but also identify the gaps and engage actively in a discussion on how to close those gaps.- Decide and commit. Leadership teams, after reflection, should make conscious decisions on where to start, how to start, and which elements of their operating model need structural shifts. There is a wide spectrum of elements to pick and choose. Some may start with an effort to simplify decision making across the board. Others may opt for a fundamental reorganization while focusing on one area or unit to learn from. There is no one right answer. The road to a new operating model starts by experimenting with new behaviors and practices and learning from them before scaling them across the organization. Successful companies have thoroughly measured the impact of initial efforts to identify what works and what doesn’t. The toughest part is then the decision to move to the next step of scaling the practice across the organization. A flattening learning curve is therefore often a good marker that you should move to the next step.- Embed and scale. The next steps are to transition and scale the selected practice across the company and to go deeper into each of the levers of the operating-model transformation, including structural capability building, people-modeling changes, and enterprise-process changes. A critical success factor for scaling an agile operating model is that the whole organization, agile or nonagile, is optimizing for the same objectives and spinning in the same direction.We believe the changes that some companies have already been making during the pandemic can give them a leg up in honing their agile practices for an uncertain future. Now they should reflect on what helped them and sustainably embed those practices for the long term. 2024-06-07 15:59:39,042 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts   2024-06-07 15:59:39,042 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 15:59:39,043 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:39,043 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 15:59:39,044 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:39,044 [DEBUG] embed_tuning: Remaining Chunk: Christopher Handscomb is a partner in McKinsey’s London office; Deepak Mahadevan is a partner in the Brussels office; Euvin Naidoo is an alumnus of the Johannesburg office and a senior lecturer of business administration at Harvard Business School, where Suraj Srinivasan is a professor; and Lars Schor is an associate partner in the Zurich office, where Marcus Sieberer is a senior partner. The authors wish to thank Jason Inacio, Quentin Jadoul, Jelle Maddens, Guilherme Riederer, Daniel Rona, Olli Salo, and Anthony Spälti for their contributions to this article. This article was edited by Dennis Swinford, a senior editor in the Seattle office. Explore a career with us 2024-06-07 15:59:39,044 [DEBUG] embed_tuning: Remaining Chunk: Customer Case SDWorx We developed a SmartOCR application for SD Worx's legal knowledge center. The team 'sector regulations' at Belgium's largest payroll service provider experienced remarkable results, with productivity soaring by nearly 40%. Why AE? What makes us different? Digital strategy translation One-stop shop Customer centricity Get in touch with our experts   Here to help! 2024-06-07 15:59:39,044 [DEBUG] embed_tuning: Remaining Length: 676 2024-06-07 15:59:39,045 [DEBUG] embed_tuning: Remaining Length: 388 2024-06-07 15:59:39,446 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:39,446 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:39,446 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:39,447 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:39,451 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 15:59:39,452 [DEBUG] embed_tuning: chunk: [('h1', '\n Streamline & secure your software delivery process\n \n'), ('h4', 'Improve your software delivery performance\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Your IT-department is slowing down business initiatives\n \n'), ('h3', "\n You can't adapt quickly because IT is too complex\n \n"), ('h3', '\n Your software release process is inflexible\n \n'), ('h2', 'A methodology to streamline & secure your software delivery process\n'), ('p', 'By adopting agile for software development and delivery, 64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery.\n')] 2024-06-07 15:59:39,452 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery, 64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. 2024-06-07 15:59:39,452 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Assessment\n'), ('h4', 'Pilot\n'), ('h4', 'Implementation\n'), ('h4', 'Assessment\n'), ('p', "We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process. This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process.\n")] 2024-06-07 15:59:39,453 [DEBUG] embed_tuning: chunk_content: Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process. This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. 2024-06-07 15:59:39,453 [DEBUG] embed_tuning: chunk: [('h4', 'Pilot\n'), ('p', 'Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation\n')] 2024-06-07 15:59:39,454 [DEBUG] embed_tuning: chunk_content: Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation 2024-06-07 15:59:39,454 [DEBUG] embed_tuning: chunk: [('h4', 'Implementation\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in optimising your software delivery process.\n')] 2024-06-07 15:59:39,455 [DEBUG] embed_tuning: chunk_content: Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in optimising your software delivery process. 2024-06-07 15:59:39,455 [DEBUG] embed_tuning: chunk: [('h3', 'DORA Framework Assessment\n'), ('p', 'We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities.\n')] 2024-06-07 15:59:39,455 [DEBUG] embed_tuning: chunk_content: DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. 2024-06-07 15:59:39,456 [DEBUG] embed_tuning: chunk: [('h3', 'Developer Experience\n'), ('p', 'We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows.\n')] 2024-06-07 15:59:39,456 [DEBUG] embed_tuning: chunk_content: Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. 2024-06-07 15:59:39,457 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Model\n'), ('p', 'We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process.\n')] 2024-06-07 15:59:39,457 [DEBUG] embed_tuning: chunk_content: Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. 2024-06-07 15:59:39,458 [DEBUG] embed_tuning: chunk: [('h3', 'Improvement Roadmap\n'), ('p', "We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery. It's the blueprint for the journey ahead.\n")] 2024-06-07 15:59:39,458 [DEBUG] embed_tuning: chunk_content: Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery. It's the blueprint for the journey ahead. 2024-06-07 15:59:39,458 [DEBUG] embed_tuning: chunk: [('h3', 'Progress metrics\n'), ('p', 'As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made.\n')] 2024-06-07 15:59:39,459 [DEBUG] embed_tuning: chunk_content: Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. 2024-06-07 15:59:39,459 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:39,460 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:39,460 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Streamline & secure your software delivery process Improve your software delivery performance Does this sound familiar? Your IT-department is slowing down business initiatives You can't adapt quickly because IT is too complex Your software release process is inflexible A methodology to streamline & secure your software delivery process By adopting agile for software development and delivery, 64% of the companies witnessed increased capability to manage changing priorities efficiently.We use a clear methodology to help you continuously and gradually improve your software delivery process and achieve a measurable increase in quality, reliability and security of your software development and delivery. Assessment Pilot Implementation Assessment We start with an assessment, in which we will conduct interviews with different internal stakeholders and explore your current software delivery process. This results in an overview of your organisation's current IT capabilties, recommendations on how to improve and a roadmap to prioritise the recommendations towards a more streamlined and secure process. Pilot Next, we will proceed with a pilot, where we will implement the changes within a single team or project to prove that there is a real business value. When successful, we move to a further roll-out across the organisation Implementation How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in optimising your software delivery process. DORA Framework Assessment We utilise the DORA framework as the basis for our assessment because it provides us with a statistically validated and structured approach to evaluate your current IT capabilities. Developer Experience We will evaluate certain aspects of the overall "Developer Experience", including whether team members have sufficient opportunities to work in a state of "flow", the speed and quality of feedback loops, and the alignment of the current team structure with overall communication flows. Maturity Model We will gain fundamental insights into your organisation’s SDLC maturity, based on a common set of capabilities (DORA & AE-expertise). As a result, we can evaluate areas where capabilities are lacking and require improvement to further optimise the overall software delivery process. Improvement Roadmap We will design a roadmap that indicates a prioritised sequence of actions’s built on insights from the assessment and our expertise in software delivery. It's the blueprint for the journey ahead. Progress metrics As part of the roadmap, we define several progress metrics. These can differ from project to project based on business objectives and maturity. These metrics allow to monitor whether actual progress is being made. 2024-06-07 15:59:39,461 [DEBUG] embed_tuning: chunk: [('h3', '\n Faster time to market\n \n'), ('h3', '\n Improved business & IT alignment\n \n'), ('h3', '\n Better customer experience\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'Expertise in depth & breadth\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:39,461 [DEBUG] embed_tuning: chunk_content: Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertise in depth & breadth More than just technology Always business-first Get in touch with our experts   2024-06-07 15:59:39,461 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:39,462 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:39,462 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… those are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Faster time to market Improved business & IT alignment Better customer experience Why AE? What makes us different? An end-to-end solution Expertise in depth & breadth More than just technology Always business-first Get in touch with our experts   Here to help! 2024-06-07 15:59:39,463 [DEBUG] embed_tuning: Remaining Length: 488 2024-06-07 15:59:42,808 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:42,809 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:42,809 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:42,809 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:42,812 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:42,812 [DEBUG] embed_tuning: chunk: [('h1', 'Agile Is Trending: 3 Ways Agile Makes Work Better\n'), ('li', '- Share to Facebook'), ('li', '- Share to Twitter'), ('li', '- Share to Linkedin'), ('p', 'The future of work will demand speed, flexibility and engagement.\n'), ('p', 'Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for our new landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets.\n'), ('p', 'A new study from digital.ai found the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs.\n'), ('p', 'Agile can also make work more rewarding—something which is a primary concern for the estimated 41% of people considering whether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce.\n')] 2024-06-07 15:59:42,813 [DEBUG] embed_tuning: chunk_content: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for our new landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study from digital.ai found the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for the estimated 41% of people considering whether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. 2024-06-07 15:59:42,813 [DEBUG] embed_tuning: chunk: [('h2', 'Why Agile, Why Now\n'), ('h3', 'Agile Drives Adaptability\n'), ('p', 'Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress.\n')] 2024-06-07 15:59:42,814 [DEBUG] embed_tuning: chunk_content: Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. 2024-06-07 15:59:42,814 [DEBUG] embed_tuning: chunk: [('h3', 'Best Travel Insurance Companies\n'), ('h3', 'Best Covid-19 Travel Insurance Plans\n'), ('p', 'The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities.\n'), ('p', 'Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice.\n')] 2024-06-07 15:59:42,815 [DEBUG] embed_tuning: chunk_content: Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 15:59:42,815 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Speed and Results\n'), ('p', 'Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong.\n'), ('p', 'The Agile Manifesto emphasizes customer needs and the release of working software which can be improved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have:\n'), ('p', '\n'), ('li', '- Accelerated software delivery (64% of companies)'), ('li', '- Increased team productivity (60%)'), ('li', '- Enhanced predictability of delivery (51%)'), ('li', '- Enhanced software quality (45%)'), ('li', '- Increased process discipline (45%)'), ('p', '\n'), ('p', 'The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition, performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts.\n'), ('p', 'Agile work can engage and inspire people\n')] 2024-06-07 15:59:42,816 [DEBUG] embed_tuning: chunk_content: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can be improved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition, performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people 2024-06-07 15:59:42,816 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Is Trending: 3 Ways Agile Makes Work Better - Share to Facebook- Share to Twitter- Share to LinkedinThe future of work will demand speed, flexibility and engagement. Agile has always been a super-effective way to work, but the number of teams and organizations leveraging agile has grown significantly during the pandemic. And this makes sense, since agile is a brilliant approach for our new landscape of hybrid work: It is able to serve employees and companies with extraordinary effectiveness given its tenets. A new study from digital.ai found the adoption of agile has increased from 37% to 86% for software development teams, and adoption has doubled for non-IT groups. Work has become more unpredictable and more volatile, necessitating greater levels of speed and flexibility in the work process and more alignment between and among teams. And companies are recognizing the power of agile to address these changes and needs. Agile can also make work more rewarding—something which is a primary concern for the estimated 41% of people considering whether to leave their jobs and find greener pastures elsewhere and the companies considering how to attract, retain and engage a largely hybrid workforce. Why Agile, Why Now Agile Drives Adaptability Work today requires greater adaptability. The future is more ambiguous, and the complexity of context, conditions and work has increased. The agile methodology prioritizes responsiveness to changing conditions and eschews processes which slow things down or get in the way of progress. Best Travel Insurance Companies Best Covid-19 Travel Insurance Plans The data from the digital.ai study demonstrate agile has the right effects: Organizations which have implemented or expanded agile have experienced an enhanced ability to manage changing priorities (70% of companies) and 52% of them have also increased their effectiveness in managing distributed teams. Almost half of companies (49%) have also reported a reduction of risk because of the ability to make quicker changes and react to shifting customer needs and market realities. Agile helps people and companies shift quickly, address emerging needs and respond effectively with little advance notice. 2024-06-07 15:59:42,817 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Drives Engagement\n'), ('p', 'Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’s expectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well.\n'), ('p', 'When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given the distributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working.\n'), ('p', 'In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility.\n'), ('p', 'Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed.\n')] 2024-06-07 15:59:42,817 [DEBUG] embed_tuning: chunk_content: Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’s expectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given the distributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 15:59:42,818 [DEBUG] embed_tuning: chunk: [('h2', 'Using Agile\n'), ('p', 'Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain.\n'), ('p', 'The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%).\n'), ('p', 'You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself.\n')] 2024-06-07 15:59:42,818 [DEBUG] embed_tuning: chunk_content: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. 2024-06-07 15:59:42,818 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Agile Drives Speed and Results Work is also becoming more intense with the increasing customer demands, expanded competition and greater levels of transparency and accountability for product quality. Companies must run faster to keep up with competition and can’t afford missteps given the amplifying effects of social media if something goes wrong. The Agile Manifesto emphasizes customer needs and the release of working software which can be improved over time. As a result, agile methodologies help with speed and results as well. Companies which have implemented or expanded agile practices have: - Accelerated software delivery (64% of companies)- Increased team productivity (60%)- Enhanced predictability of delivery (51%)- Enhanced software quality (45%)- Increased process discipline (45%) The results are compelling for companies and their customers, but they are also compelling for employees. When people feel like their work is effective, they tend to be more engaged. In addition, performance is correlated with happiness. People tend to have greater senses of joy and satisfaction with their work (read: likelihood to engage and stay with an organization) when they feel good about their contribution and know their work counts. Agile work can engage and inspire people Agile Drives Engagement Perhaps one of the most powerful elements of the Agile Manifesto and the agile mindset is the prioritization of people. Agile values people and their experience, and puts people ahead of process. This is especially relevant today, because people’s expectations for their work have shifted. They expect more from their companies and they are demanding the conditions for wellbeing, belonging and meaning. Agile makes a difference here as well. When companies adopt agile, they report improvement in the alignment between groups within the business (66% of organizations). When people sense a line of sight from their work to the work of others and the effects on the customers, they tend to be more engaged. And this is especially important given the distributed nature of hybrid work—people still need to feel connected and integral, no matter where they’re working. In addition, 70% of companies report greater project visibility with the use of agile—which has positive impacts for the attention and focus on projects, but also for the people working on them. Employees want to know they are recognized and validated for their work—and project visibility is positively related to people’s visibility. Agile also affects team morale positively, according to 60% of companies. People want a sense of belonging. The work which is most rewarding, and which will engage and inspire employees is partly driven by teams which work well together, addressing challenges, solving problems, iterating, learning and celebrating when they succeed. 2024-06-07 15:59:42,819 [DEBUG] embed_tuning: chunk: [('h2', 'In Sum\n'), ('p', 'Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile.\n'), ('p', 'Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people.\n'), ('p', '\n'), ('li', '- Editorial Standards'), ('li', '- Print'), ('li', '- Reprints & Permissions')] 2024-06-07 15:59:42,819 [DEBUG] embed_tuning: chunk_content: In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 15:59:42,820 [DEBUG] embed_tuning: Remaining Chunk: Using Agile Overall, agile is being adopted informally with companies embracing its general concepts, and it is being adopted more formally with a variety of the established agile methodologies (scrum is an example). Many companies are also adopting agile at scale, in which they are expanding agile to more departments and integrating it across the value chain. The study shows companies are using key rituals which are part of the agile methodology. In particular, they are making use of daily standups (87% of companies), retrospectives (83%), sprints and iteration planning (83%) and Kanban (77%). You may choose to use different approaches, but the best method is the one you put into practice. Don’t seek to be perfect. Try agile methodologies, gather feedback, learn and improve over time, using the iterative nature of agile to implement agile itself. In Sum Overall, you’ll be in good company if you choose to incorporate agile practices—and given how many companies are using agile to drive results, it may be a competitive imperative that you adopt agile. Embrace agile concepts, adopt agile methodologies and continuously improve your implementation of agile. Do this for the business benefits of adaptability, speed and results. But also for the benefits to people. Agile is fundamental for better work outcomes, but also for better work experiences for people. - Editorial Standards- Print- Reprints & Permissions 2024-06-07 15:59:42,820 [DEBUG] embed_tuning: Remaining Length: 1428 2024-06-07 15:59:43,255 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:43,256 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:43,256 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:43,257 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:43,261 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 15:59:43,261 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 15:59:43,261 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 15:59:43,262 [DEBUG] embed_tuning: chunk: [('h1', '\n Digital Strategy & Innovation\n \n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.\xa0Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 15:59:43,262 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers. Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 15:59:43,263 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in Digital Strategy & Innovation\n'), ('h3', '\n Translate strategy to action\n \n'), ('h3', '\n Be more agile & resilient to change\n \n'), ('h3', '\n Become more customer-centric\n \n'), ('h3', '\n Discover new business opportunities\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,263 [DEBUG] embed_tuning: chunk_content: Today’s challenges in Digital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities   2024-06-07 15:59:43,264 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 15:59:43,264 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 15:59:43,264 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 15:59:43,265 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 15:59:43,265 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 15:59:43,266 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 15:59:43,266 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explore new opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 15:59:43,267 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 15:59:43,267 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 15:59:43,267 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 15:59:43,268 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,268 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first   2024-06-07 15:59:43,269 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 15:59:43,269 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 15:59:43,269 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers. Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges in Digital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities   Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explore new opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first   Ready to change your organisation? 2024-06-07 15:59:43,270 [DEBUG] embed_tuning: Remaining Length: 2348 2024-06-07 15:59:43,697 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:43,698 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:43,698 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:43,699 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:43,703 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 15:59:43,703 [DEBUG] embed_tuning: chunk: [('p', 'Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality.\n')] 2024-06-07 15:59:43,704 [DEBUG] embed_tuning: chunk_content: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. 2024-06-07 15:59:43,704 [DEBUG] embed_tuning: chunk: [('h1', '\n Digital Strategy & Innovation\n \n'), ('p', 'To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers.\xa0Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness!\n')] 2024-06-07 15:59:43,705 [DEBUG] embed_tuning: chunk_content: Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers. Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! 2024-06-07 15:59:43,705 [DEBUG] embed_tuning: chunk: [('h2', 'Today’s challenges in Digital Strategy & Innovation\n'), ('h3', '\n Translate strategy to action\n \n'), ('h3', '\n Be more agile & resilient to change\n \n'), ('h3', '\n Become more customer-centric\n \n'), ('h3', '\n Discover new business opportunities\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,706 [DEBUG] embed_tuning: chunk_content: Today’s challenges in Digital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities   2024-06-07 15:59:43,706 [DEBUG] embed_tuning: chunk: [('h2', 'Our Digital Strategy & Innovation Solutions\n'), ('h3', 'Make your business strategy actionable\n'), ('p', 'A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step.\n')] 2024-06-07 15:59:43,707 [DEBUG] embed_tuning: chunk_content: Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. 2024-06-07 15:59:43,707 [DEBUG] embed_tuning: chunk: [('h3', 'Improve your organisation’s agility\n'), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 15:59:43,707 [DEBUG] embed_tuning: chunk_content: Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 15:59:43,708 [DEBUG] embed_tuning: chunk: [('h3', 'Create a seamless customer experience\n'), ('p', 'Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level.\n')] 2024-06-07 15:59:43,708 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. 2024-06-07 15:59:43,709 [DEBUG] embed_tuning: chunk: [('h3', 'Ideate & explore new opportunities\n'), ('p', 'We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey.\n')] 2024-06-07 15:59:43,709 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. 2024-06-07 15:59:43,710 [DEBUG] embed_tuning: chunk: [('h3', 'Assess & improve your digital maturity\n'), ('p', 'We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information.\n')] 2024-06-07 15:59:43,710 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. 2024-06-07 15:59:43,710 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than technology\n'), ('h3', 'Expertise\n'), ('h3', 'Always business-first\n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,711 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner More than technology Expertise Always business-first   2024-06-07 15:59:43,711 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to change your organisation?\n'), ('h3', '\n')] 2024-06-07 15:59:43,712 [DEBUG] embed_tuning: chunk_content: Ready to change your organisation? 2024-06-07 15:59:43,712 [DEBUG] embed_tuning: Remaining Chunk: Leading companies have to adapt, optimise, grow and sometimes even reinvent their actual business. That means looking at new or innovative business models, developing well-thought-out strategies and turn them into actionable plans that help them thrive in an ever-changing digital reality. Digital Strategy & Innovation To operate faster than you can pronounce ‘strategy & innovation’, it’s vital to ideate new opportunities, improve your agility, control risks and learn from your customers. Our experienced teams bring a structured approach to guide you on this uncharted journey. Yes, we have a method to the madness! Today’s challenges in Digital Strategy & Innovation Translate strategy to action Be more agile & resilient to change Become more customer-centric Discover new business opportunities   Our Digital Strategy & Innovation Solutions Make your business strategy actionable A strategy is one thing, but translating that to actionable projects and choose the right priorities is just as important. We help you take that crucial step. Improve your organisation’s agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Create a seamless customer experience Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. We help you create exceptional customer experiences on a product, service, or touchpoint level. Ideate & explore new opportunities We help you look past buzzwords & beyond the hype surrounding business models, new opportunities and trending technology. With a pragmatic and hands-on approach, we show the path to new business opportunities through an efficient ideation & exploration journey. Assess & improve your digital maturity We help you gain a clearer understanding of your digital maturity, which in turn will help you better align your digital initiatives with business goals. Insights into your digital maturity help to prioritise projects and solutions based on factual and objective information. Why AE? A true end-to-end partner More than technology Expertise Always business-first   Ready to change your organisation? 2024-06-07 15:59:43,713 [DEBUG] embed_tuning: Remaining Length: 2348 2024-06-07 15:59:43,813 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:43,813 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:43,814 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:43,814 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:43,818 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 15:59:43,819 [DEBUG] embed_tuning: chunk: [('h1', '\n Make your business strategy actionable\n \n'), ('h4', 'A roadmap to success in a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Translating strategy into action proves difficult\n \n'), ('h3', '\n Your business could be more efficient and digitally oriented\n \n'), ('h3', '\n Adapting to legal & regulatory compliance or new realities takes a long time\n \n'), ('h2', 'A methodology to make your business strategy actionable\n'), ('p', 'According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\xa0\n')] 2024-06-07 15:59:43,819 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to success in a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make your business strategy actionable According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.  2024-06-07 15:59:43,820 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 15:59:43,820 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 15:59:43,821 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 15:59:43,821 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 15:59:43,822 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\xa0\n')] 2024-06-07 15:59:43,822 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.  2024-06-07 15:59:43,822 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable.\n')] 2024-06-07 15:59:43,823 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable. 2024-06-07 15:59:43,823 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Workshops\n'), ('h3', 'Business Capability Map\xa0\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment.\n')] 2024-06-07 15:59:43,824 [DEBUG] embed_tuning: chunk_content: Interviews & Workshops Business Capability Map  With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment. 2024-06-07 15:59:43,824 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 15:59:43,824 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 15:59:43,825 [DEBUG] embed_tuning: chunk: [('h3', 'Governance & Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 15:59:43,825 [DEBUG] embed_tuning: chunk_content: Governance & Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 15:59:43,826 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to success in a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make your business strategy actionable According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.  Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.  How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable. Interviews & Workshops Business Capability Map  With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 15:59:43,826 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 15:59:43,827 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 15:59:43,827 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk.\n')] 2024-06-07 15:59:43,827 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk. 2024-06-07 15:59:43,828 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:43,828 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:43,829 [DEBUG] embed_tuning: chunk: [('h3', '\n We’re in this together\n \n'), ('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Our approach, your way\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,829 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different?   2024-06-07 15:59:43,830 [DEBUG] embed_tuning: chunk: [('h3', 'Always business-first\n'), ('h3', 'More than just technology\n'), ('h3', 'Just enough architecture\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:43,830 [DEBUG] embed_tuning: chunk_content: Always business-first More than just technology Just enough architecture Get in touch with our experts   2024-06-07 15:59:43,830 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:43,831 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:43,831 [DEBUG] embed_tuning: Remaining Chunk: Governance & Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different?   Always business-first More than just technology Just enough architecture Get in touch with our experts   Here to help! 2024-06-07 15:59:43,832 [DEBUG] embed_tuning: Remaining Length: 1107 2024-06-07 15:59:44,292 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:44,292 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:44,293 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:44,293 [DEBUG] embed_tuning: Found 2 elements to parse 2024-06-07 15:59:44,298 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:44,298 [DEBUG] embed_tuning: chunk: [('h1', 'The new digital edge: Rethinking strategy for the postpandemic era\n'), ('h3', '\n'), ('p', 'One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 15:59:44,299 [DEBUG] embed_tuning: chunk_content: The new digital edge: Rethinking strategy for the postpandemic era One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 15:59:44,299 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018\xa0is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 15:59:44,300 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 15:59:44,300 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape .\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 15:59:44,301 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape . The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 15:59:44,301 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The new digital edge: Rethinking strategy for the postpandemic era One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 15:59:44,302 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:44,302 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:44,302 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n'), ('h5', 'Related Articles\n'), ('h6', 'How COVID-19 has pushed companies over the technology tipping point—and transformed business forever\n'), ('h6', 'Strategic resilience during the COVID-19 crisis\n'), ('h6', 'How to become ‘tech forward’: A technology-transformation approach that works\n'), ('h3', '\n'), ('p', 'One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate.\n'), ('p', 'The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption.\n')] 2024-06-07 15:59:44,303 [DEBUG] embed_tuning: chunk_content: Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 15:59:44,303 [DEBUG] embed_tuning: chunk: [('h2', 'The pandemic has dramatically increased the speed at which digital is fundamentally changing business\n'), ('p', 'Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018\xa0is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace.\n'), ('p', 'At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations.\n'), ('p', 'We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer.\n')] 2024-06-07 15:59:44,304 [DEBUG] embed_tuning: chunk_content: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. 2024-06-07 15:59:44,304 [DEBUG] embed_tuning: Adding chunk to actual_chunks: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape . The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us Related Articles How COVID-19 has pushed companies over the technology tipping point—and transformed business forever Strategic resilience during the COVID-19 crisis How to become ‘tech forward’: A technology-transformation approach that works One year into the COVID-19 crisis, our newest McKinsey Global Survey on digital strategy1 indicates that the pandemic has increased the pace of business and that technology capabilities will be critical to companies’ COVID-19 exit strategies as well as to what comes next. After seeing how the pandemic had sped up the adoption of digital technologies by several years, we took a closer look at how companies are rethinking the role of digital technology in their overall business strategy and how to conduct business at the quickening pace that’s now needed to operate. The imperative for a strategic approach to technology is universal, yet some companies are already leading the pack; their responses show that better overall technology capabilities, talent, leadership, and resources (what we call a company’s “technology endowment”) are linked to better economic outcomes. At the same time, the results confirm that many organizations could be missing opportunities to invest in the areas of their business models that are most at risk of digital disruption. 2024-06-07 15:59:44,305 [DEBUG] embed_tuning: chunk: [('h2', 'To meet new demands, companies are making digital and technology investments across the business model\n'), ('h2', 'The highest-performing companies made bolder investments in technology and possess stronger overall capabilities\n'), ('h2', 'Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future\n'), ('h2', 'Looking ahead\n'), ('p', 'The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape .\n'), ('p', 'The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others.\n')] 2024-06-07 15:59:44,305 [DEBUG] embed_tuning: chunk_content: To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape . The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 15:59:44,306 [DEBUG] embed_tuning: chunk: [('h5', '\n'), ('p', "The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office.\n"), ('p', 'This article was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:44,306 [DEBUG] embed_tuning: chunk_content: The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:44,307 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The pandemic has dramatically increased the speed at which digital is fundamentally changing business Our previous survey showed that across key areas of the business model, companies’ overall adoption of digital technologies had sped up by three to seven years in a span of months. The newest results show that this acceleration is also happening at the level of core business practices: what was considered best-in-class speed for most business practices in 2018 is now slower than average. And at companies with the strongest technology endowments,2 respondents say they are operating at an even faster pace. At the same time, the pandemic has created new vulnerabilities to—along with new opportunities from—future disruptions. We know from experience that customers, employees, and value-chain partners have all increased their use of technology, which has made the barriers to digital disruption even lower than before the crisis and paved the way for more rapid, technology-driven changes going forward. In our survey, respondents in every sector say their companies have significant vulnerabilities, especially to their profit structures, ability to bundle products, and operations. We also looked at the areas of their business where industries have been investing and, for the most part, those investments don’t align with the areas that are most prone to disruption (or that offer the highest returns). For example, many healthcare and pharma companies are investing in tailoring their offerings, enabling on-demand access to products and services, and improving overall customer experience. Yet, according to the survey, these businesses face greater risks of disruption in their value chains, the structure of their operating costs, and the types of products they offer. To meet new demands, companies are making digital and technology investments across the business model The highest-performing companies made bolder investments in technology and possess stronger overall capabilities Tech-savvy leadership helped set top performers apart—and will be even more valuable in the future Looking ahead The corporate recovery from the COVID-19 crisis will involve permanent changes to many dimensions of an organization: the pace at which it conducts its business, the very nature of that business’s value proposition, and the talent, capabilities, and leadership that are necessary for success. With digital and technology-driven disruptions creating winner-takes-all dynamics in more and more industries, only a small subset of organizations is likely to thrive—and even these companies have much more room to strengthen their technology endowments. Our survey results confirm not only that a strong technology foundation is critical but also that leading companies are far ahead of competitors in building theirs. For everyone else, the time is now to make bold investments in technology and capabilities that will equip their businesses to outperform others in a rapidly evolving landscape . The time is now for companies to make bold investments in technology and capabilities that will equip their businesses to outperform others. 2024-06-07 15:59:44,307 [DEBUG] embed_tuning: chunk: [('h5', 'Explore a career with us\n')] 2024-06-07 15:59:44,307 [DEBUG] embed_tuning: chunk_content: Explore a career with us 2024-06-07 15:59:44,308 [DEBUG] embed_tuning: Remaining Chunk: The contributors to the development and analysis of this survey include Jeff Galvin, a senior partner in McKinsey's Tokyo office; Laura LaBerge, a director of capabilities for digital strategy in the Stamford office; and Evan Williams, an associate partner in the Sydney office. This article was edited by Daniella Seiler, a senior editor in the New York office. Explore a career with us 2024-06-07 15:59:44,308 [DEBUG] embed_tuning: Remaining Length: 389 2024-06-07 15:59:44,605 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:44,606 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:44,606 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:44,606 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:44,611 [DEBUG] embed_tuning: Nr of potential chunks: 20 2024-06-07 15:59:44,612 [DEBUG] embed_tuning: chunk: [('h1', "\n Improve your organisation's agility\n \n"), ('p', 'Rewire for greater adaptability and a stronger focus on value\n')] 2024-06-07 15:59:44,612 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility Rewire for greater adaptability and a stronger focus on value 2024-06-07 15:59:44,613 [DEBUG] embed_tuning: chunk: [('h2', 'Does this sound familiar?\n'), ('h3', '\n Your time-to-market is too long\n \n'), ('h3', '\n You have a lot of ad hoc decision making\n \n'), ('h3', '\n You have siloed departments\n \n'), ('h2', "A methodology to improve your organisation's agility\n"), ('p', '47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility.\n'), ('p', 'This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility.\n')] 2024-06-07 15:59:44,613 [DEBUG] embed_tuning: chunk_content: Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. 2024-06-07 15:59:44,614 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Align\n'), ('h4', 'Envision & pilot\n'), ('h4', 'Scale-up\n'), ('h4', 'Full rollout\n'), ('h4', 'Align\n'), ('p', 'In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation.\n')] 2024-06-07 15:59:44,614 [DEBUG] embed_tuning: chunk_content: Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. 2024-06-07 15:59:44,614 [DEBUG] embed_tuning: chunk: [('h4', 'Envision & pilot\n'), ('p', 'This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process.\n')] 2024-06-07 15:59:44,615 [DEBUG] embed_tuning: chunk_content: Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. 2024-06-07 15:59:44,615 [DEBUG] embed_tuning: chunk: [('h4', 'Scale-up\n'), ('p', 'We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc.\n')] 2024-06-07 15:59:44,616 [DEBUG] embed_tuning: chunk_content: Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. 2024-06-07 15:59:44,616 [DEBUG] embed_tuning: chunk: [('h4', 'Full rollout\n'), ('p', 'In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving.\n')] 2024-06-07 15:59:44,616 [DEBUG] embed_tuning: chunk_content: Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. 2024-06-07 15:59:44,617 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity.\n')] 2024-06-07 15:59:44,617 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. 2024-06-07 15:59:44,618 [DEBUG] embed_tuning: chunk: [('h3', 'Agile Maturity Report\n'), ('p', 'Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.\xa0\n')] 2024-06-07 15:59:44,618 [DEBUG] embed_tuning: chunk_content: Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.  2024-06-07 15:59:44,619 [DEBUG] embed_tuning: chunk: [('h3', "Workshops & 1-on-1's\n"), ('p', 'Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset.\n')] 2024-06-07 15:59:44,619 [DEBUG] embed_tuning: chunk_content: Workshops & 1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. 2024-06-07 15:59:44,619 [DEBUG] embed_tuning: chunk: [('h3', 'Pilot Project\n'), ('p', 'We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases.\n')] 2024-06-07 15:59:44,620 [DEBUG] embed_tuning: chunk_content: Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 15:59:44,620 [DEBUG] embed_tuning: chunk: [('h3', 'Feedback Sessions\n'), ('p', 'We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions.\n')] 2024-06-07 15:59:44,621 [DEBUG] embed_tuning: chunk_content: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. 2024-06-07 15:59:44,621 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Improve your organisation's agility Rewire for greater adaptability and a stronger focus on value Does this sound familiar? Your time-to-market is too long You have a lot of ad hoc decision making You have siloed departments A methodology to improve your organisation's agility 47% of all agile transformations fail. The main reason for this high failure rate is the focus on only one of the three critical pillars of change: agile mindset, framework or business agility. This means the transformation to become a more agile company is not without its challenges. To help you conquer these challenges, we developed a methodology that improves your organisation’s agility. Align Envision & pilot Scale-up Full rollout Align In this phase, the focus is on understanding your organisation, business model and strategy. We validate and confirm the "why" that triggered the need for an agile transformation and define the goals, expected benefits and ambition for the agile transformation. Envision & pilot This phase includes an in-depth analysis of the “as is”-situation. We identify improvement areas and quick wins, make an initial plan to try out improvements and get hands-on right away by implementing a pilot. The focus here is mostly on the process. Scale-up We take the learnings from the pilot into account in different contexts and then scale-up the implementation to a larger part of the organisation. We develop a standardised approach for a full rollout in multiple areas: HR, legal, sales, delivery, customer service, etc. Full rollout In the final phase, we implement the agile transformation within the entire organisation and fully embed the agile way of working into organisational processes. We reinforce agile best practices, so your organisation becomes self-reliant and self-improving. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. Agile Maturity Report Our Agile Maturity Report serves as a measure of your performance and readiness to embrace agile practices. It helps define areas of strength and weakness, providing valuable insights into where enhancements are needed.  Workshops & 1-on-1's Throughout the entire journey, we facilitate workshops and 1-on-1 sessions covering various topics and domains. These sessions are designed to assist key stakeholders in successfully transforming to a more agile mindset. Pilot Project We implement a pilot program in a specific, well-defined segment of the organisation. During this pilot, we conduct regular checks on change and agile related topics to measure progress and foster continuous learning. Based on the learnings, we create a list of critical success factors for next phases. 2024-06-07 15:59:44,622 [DEBUG] embed_tuning: chunk: [('h3', 'Internal Communication\n'), ('p', 'The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that.\n')] 2024-06-07 15:59:44,622 [DEBUG] embed_tuning: chunk_content: Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. 2024-06-07 15:59:44,622 [DEBUG] embed_tuning: chunk: [('h3', 'Train & Self-Sustain\n'), ('p', 'We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time.\n')] 2024-06-07 15:59:44,623 [DEBUG] embed_tuning: chunk_content: Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. 2024-06-07 15:59:44,623 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:44,624 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:44,624 [DEBUG] embed_tuning: chunk: [('h3', '\n Reduced go-to-market time\n \n'), ('h3', '\n Better insights\n \n'), ('h3', '\n Improved predictability\n \n'), ('h3', '\n Continuous improvement\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support.\n')] 2024-06-07 15:59:44,624 [DEBUG] embed_tuning: chunk_content: Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. 2024-06-07 15:59:44,625 [DEBUG] embed_tuning: chunk: [('h3', 'Co-thinking & co-creation\n'), ('p', 'Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities.\n')] 2024-06-07 15:59:44,625 [DEBUG] embed_tuning: chunk_content: Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. 2024-06-07 15:59:44,626 [DEBUG] embed_tuning: chunk: [('h3', 'Framework agnostic\n'), ('p', 'We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context.\n')] 2024-06-07 15:59:44,626 [DEBUG] embed_tuning: chunk_content: Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. 2024-06-07 15:59:44,627 [DEBUG] embed_tuning: chunk: [('h3', 'Business driven step-by-step approach\n'), ('p', 'Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout.\n')] 2024-06-07 15:59:44,627 [DEBUG] embed_tuning: chunk_content: Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. 2024-06-07 15:59:44,627 [DEBUG] embed_tuning: chunk: [('h3', 'A proven track record\n'), ('h3', 'A focus on people & learning\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:44,628 [DEBUG] embed_tuning: chunk_content: A proven track record A focus on people & learning Get in touch with our experts   2024-06-07 15:59:44,628 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:44,629 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:44,629 [DEBUG] embed_tuning: Remaining Chunk: Feedback Sessions We’ll hold surveys and act upon topics with a low survey score, organise meetings with focus on improvement ideas and concerns of people and plan information sessions to create a common understanding of the vision and to share progress and upcoming actions. Internal Communication The entire organisation needs to understand the value of agile transformation in order to benefit from the rewards of achieving true organisational agility. Before and during the project, we’ll work closely with your (internal) communications teams to realise that. Train & Self-Sustain We focus on onboarding, training, and coaching your teams in new Agile roles, empowering your organisation to continue improving autonomously over time. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Reduced go-to-market time Better insights Improved predictability Continuous improvement Why AE? What makes us different? A true end-to-end partner AE uniquely combines expertise from various domains in both technology and business, making us an end-to-end partner capable of providing advice as well as implementation support. Co-thinking & co-creation Co-thinking and co-creating with your teams are at the centre of our approach. We take your strategy to heart, deliver up to promises and make ourselves replaceable. Together, we turn your challenges into opportunities. Framework agnostic We cherry-pick from frameworks, best practices and experiences, resulting in a custom setup, tailored to your context. Business driven step-by-step approach Our focus is not on technology, but on your business. We gain trust by proving the viability and effectiveness of our approach via a pilot, before we do a further rollout. A proven track record A focus on people & learning Get in touch with our experts   Here to help! 2024-06-07 15:59:44,629 [DEBUG] embed_tuning: Remaining Length: 2000 2024-06-07 15:59:47,420 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:47,420 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:47,420 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:47,421 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:47,426 [DEBUG] embed_tuning: Nr of potential chunks: 19 2024-06-07 15:59:47,427 [DEBUG] embed_tuning: chunk: [('h1', '\n Create a seamless customer experience\n \n'), ('h4', 'Optimised customer experiences for better results\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Lack of insights in the customer journey\n \n'), ('h3', '\n It’s hard to translate insights into CX-actions\n \n'), ('h3', "\n It's unclear what the impact on your organisation will be\n \n"), ('h2', 'A framework to create a seamless customer experience\n'), ('p', 'Research shows that brands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%. Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline.\n'), ('p', 'However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website. \xa0\n')] 2024-06-07 15:59:47,427 [DEBUG] embed_tuning: chunk_content: Create a seamless customer experience Optimised customer experiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create a seamless customer experience Research shows that brands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%. Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website.   2024-06-07 15:59:47,428 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Create insights\n'), ('h4', 'Ideate & validate\n'), ('h4', 'Prepare the change\n'), ('h4', 'Make it happen \n'), ('h4', 'Create insights\n'), ('p', 'In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and\xa0recommendations for improved customer-centricity.\n')] 2024-06-07 15:59:47,428 [DEBUG] embed_tuning: chunk_content: Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. 2024-06-07 15:59:47,429 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & validate\n'), ('p', 'To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value.\n')] 2024-06-07 15:59:47,429 [DEBUG] embed_tuning: chunk_content: Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. 2024-06-07 15:59:47,429 [DEBUG] embed_tuning: chunk: [('h4', 'Prepare the change\n'), ('p', 'We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change.\n')] 2024-06-07 15:59:47,430 [DEBUG] embed_tuning: chunk_content: Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. 2024-06-07 15:59:47,430 [DEBUG] embed_tuning: chunk: [('h4', 'Make it happen \n'), ('p', 'The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications.\n')] 2024-06-07 15:59:47,431 [DEBUG] embed_tuning: chunk_content: Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. 2024-06-07 15:59:47,431 [DEBUG] embed_tuning: chunk: [('h1', 'Download our whitepaperA CX-friendly government organisation: mission impossible?\n'), ('p', 'Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.\xa0\n')] 2024-06-07 15:59:47,431 [DEBUG] embed_tuning: chunk_content: Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.  2024-06-07 15:59:47,432 [DEBUG] embed_tuning: chunk: [('h2', 'How\xa0we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help\xa0 you take steps in creating a seamless customer experience together.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,432 [DEBUG] embed_tuning: chunk_content: How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together.   2024-06-07 15:59:47,433 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Data Analysis\n'), ('p', 'We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,433 [DEBUG] embed_tuning: chunk_content: Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.   2024-06-07 15:59:47,434 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Report\n'), ('h3', 'Customer Journey Mapping\n'), ('p', 'Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions.\n')] 2024-06-07 15:59:47,434 [DEBUG] embed_tuning: chunk_content: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. 2024-06-07 15:59:47,434 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Create a seamless customer experience Optimised customer experiences for better results Does this sound familiar? Lack of insights in the customer journey It’s hard to translate insights into CX-actions It's unclear what the impact on your organisation will be A framework to create a seamless customer experience Research shows that brands that can improve the customer journey see revenue increase as much as 10 to 15% while also lowering the cost to serve 15 to 20%. Customers are increasingly demanding consistent, frictionless, personalised, and memorable interactions, both online and offline. However, many businesses struggle to deliver a seamless customer experience. We developed a methodology to help them. It can be used on a product or service level, but also on a touchpoint level, for example to improve UX on a website.   Create insights Ideate & validate Prepare the change Make it happen Create insights In this phase we do customer research, dive into customer data and do behavioral analysis. This results in valuable, evidence-based customer insights and recommendations for improved customer-centricity. Ideate & validate To validate the concept, we organise ideation workshops with key stakeholders, create a prototype and do user testing to validate the desirability of the prototype. The result: a prioritised list of promising product or service ideas and a working prototype of a new concept with clear market value. Prepare the change We define the impact on the organisation together with internal stakeholders. We check both business viability and technical feasibility and create a roadmap for change. This gives you a realistic implementation plan, which helps to create a more receptive atmosphere for change. Make it happen The final phase is the implementation of the changes in your organisation’s operations. As an end-to-end partner, we help with innovation & design, but can also take the lead when it comes to the full implementation of processes & applications. Download our whitepaperA CX-friendly government organisation: mission impossible? Citizens are a ‘customer’ of public services whether they want to or not, so customer experience is not a top priority. VDAB is one of the first Belgian public service providers to acknowledge this AND do something about it.  How we can help To put our framework into practice, we have several hands-on methods and tools that we use in co-creation and that help  you take steps in creating a seamless customer experience together.   Interviews & Data Analysis We gather all relevant information via quantitative and qualitative customer research, collecting and analysing customer data and conducting behavioral analysis. The results are evidence-based customer insights that transfer to actionable innovation ideas.   2024-06-07 15:59:47,435 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops\n'), ('p', 'We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.\xa0\n')] 2024-06-07 15:59:47,435 [DEBUG] embed_tuning: chunk_content: Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.  2024-06-07 15:59:47,436 [DEBUG] embed_tuning: chunk: [('h3', 'Prototyping\n'), ('p', 'We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype.\n')] 2024-06-07 15:59:47,436 [DEBUG] embed_tuning: chunk_content: Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. 2024-06-07 15:59:47,437 [DEBUG] embed_tuning: chunk: [('h3', 'Blueprints & Roadmaps\n'), ('p', 'AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience.\n')] 2024-06-07 15:59:47,437 [DEBUG] embed_tuning: chunk_content: Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. 2024-06-07 15:59:47,437 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:47,438 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:47,438 [DEBUG] embed_tuning: chunk: [('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Improved customer satisfaction\n \n'), ('h3', '\n Happier and more engaged employees\n \n'), ('h2', 'What do our customers say?\n'), ('p', 'You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together.\n'), ('p', '\n\n')] 2024-06-07 15:59:47,439 [DEBUG] embed_tuning: chunk_content: Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. 2024-06-07 15:59:47,439 [DEBUG] embed_tuning: chunk: [('h3', 'Customer Case VDAB\n'), ('p', "VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction.\n"), ('p', '\n')] 2024-06-07 15:59:47,439 [DEBUG] embed_tuning: chunk_content: Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. 2024-06-07 15:59:47,440 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE? What makes us different?\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,440 [DEBUG] embed_tuning: chunk_content: Why AE? What makes us different?   2024-06-07 15:59:47,441 [DEBUG] embed_tuning: chunk: [('h3', 'End-to-end\n'), ('p', 'AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.\xa0\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,441 [DEBUG] embed_tuning: chunk_content: End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.    2024-06-07 15:59:47,442 [DEBUG] embed_tuning: chunk: [('h3', 'Improved customer & employee experience\n'), ('h3', 'Depth & breadth\xa0\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,442 [DEBUG] embed_tuning: chunk_content: Improved customer & employee experience Depth & breadth  Get in touch with our experts   2024-06-07 15:59:47,442 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:47,443 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:47,443 [DEBUG] embed_tuning: Remaining Chunk: Maturity Report Customer Journey Mapping Our customer journey map is a visual storyline of every engagement a customer has with your brand, service, or product. The customer journey mapping helps us better understand processes, needs, and perceptions. Workshops We offer workshops for ideation, design, aligning business and IT and adapting to a customer experience mindset. These help transform your organisation to gain a bigger focus on customer experience.  Prototyping We help with service & UX design of a mock prototype, conduct user testing to validate the desirability of the prototype and then takes a critical look at the business and technical feasibility of the prototype. Blueprints & Roadmaps AE creates blueprints, service models, roadmaps and application or service landscapes that facilitate and document the journey towards an improved customer experience. What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Increased revenue & reduced costs Improved customer satisfaction Happier and more engaged employees What do our customers say? You don’t have to take our word for it. Dive into the genuine stories of our clients, exploring the real-world hurdles they faced and the practical solutions we crafted together. Customer Case VDAB VDAB tasked AE with the mission to improve the overall customer experience. Our plan set out to improve VDAB's internal customer experience capability and further engrained service design methodologies in the core VDAB design processes, resulting in a 10% increase in customer satisfaction. Why AE? What makes us different?   End-to-end AE has a broad expertise and our employees can boast a large range of skillsets. It allows us to be an end-to-end partner, helping you with innovation, design and prototyping, as well as the full implementation of processes & applications.    Improved customer & employee experience Depth & breadth  Get in touch with our experts   Here to help! 2024-06-07 15:59:47,444 [DEBUG] embed_tuning: Remaining Length: 2113 2024-06-07 15:59:47,745 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:47,745 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:47,746 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:47,746 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:47,750 [DEBUG] embed_tuning: Nr of potential chunks: 7 2024-06-07 15:59:47,751 [DEBUG] embed_tuning: chunk: [('h1', '\n Ideate & explore new opportunities\n \n'), ('h4', 'Turning inspiration into a strategic headstart\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n You get lost in the hype around new technologies\n \n'), ('h3', '\n You don’t know which ideas can offer real ROI\n \n'), ('h3', "\n It's difficult to turn new ideas into concrete actions\n \n"), ('h2', '\xa0A methodology to ideate & explore new opportunities\xa0\n'), ('p', 'Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies.\xa0Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world.\n')] 2024-06-07 15:59:47,751 [DEBUG] embed_tuning: chunk_content: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions  A methodology to ideate & explore new opportunities  Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies. Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. 2024-06-07 15:59:47,751 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Inspire\n'), ('h4', 'Ideate & vote\n'), ('h4', 'Build & explore\n'), ('h4', 'Inspire\n'), ('p', 'We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.\xa0\n')] 2024-06-07 15:59:47,752 [DEBUG] embed_tuning: chunk_content: Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.  2024-06-07 15:59:47,752 [DEBUG] embed_tuning: chunk: [('h4', 'Ideate & vote\n'), ('p', 'Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury.\n')] 2024-06-07 15:59:47,753 [DEBUG] embed_tuning: chunk_content: Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. 2024-06-07 15:59:47,753 [DEBUG] embed_tuning: chunk: [('h4', 'Build & explore\n'), ('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration.\n')] 2024-06-07 15:59:47,754 [DEBUG] embed_tuning: chunk_content: Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. 2024-06-07 15:59:47,754 [DEBUG] embed_tuning: chunk: [('h3', 'Inspiration Session\n'), ('h3', 'Round Tables\n'), ('h3', 'Workshops\n'), ('h3', 'Proof of Concept\n'), ('h3', 'Prototyping\n'), ('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:47,754 [DEBUG] embed_tuning: chunk_content: Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:47,755 [DEBUG] embed_tuning: chunk: [('h3', '\n A look beyond the hype\n \n'), ('h3', '\n New business opportunities\n \n'), ('h3', '\n Competitive advantages\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'An end-to-end solution\n'), ('h3', 'A flexible formula and clear pricing\n'), ('h3', 'Change management embedded\n'), ('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:47,755 [DEBUG] embed_tuning: chunk_content: A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts   2024-06-07 15:59:47,756 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:47,756 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:47,756 [DEBUG] embed_tuning: Remaining Chunk: Ideate & explore new opportunities Turning inspiration into a strategic headstart Does this sound familiar? You get lost in the hype around new technologies You don’t know which ideas can offer real ROI It's difficult to turn new ideas into concrete actions  A methodology to ideate & explore new opportunities  Most companies are good at running their business. But to stay relevant in the long term, continuous improvements and innovation are key. And in an ever-changing business environment, that’s a challenge for most companies. Therefore, we developed a clear methodology to get inspired, and ideate & explore new opportunities in this digital world. Inspire Ideate & vote Build & explore Inspire We inspire on how to be successful in a digital world by sharing and discussing trends, (business, people & technology), best practices, cases & insights and translating them to your own business context or technical landscape.  Ideate & vote Together, we ideate on business, emerging tech or other valuable trends. Strategic alignment helps us decide on relevant challenges to ideate around. During a business case workshop or technical exploration workshop we help determine priorities, based on feasibility and impact. We end with a voting session with an internal or external jury. Build & explore How we can help To put our methodology into practice, we have several hands-on services and tools that help you gain inspiration and take steps in ideation and exploration. Inspiration Session Round Tables Workshops Proof of Concept Prototyping What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? A look beyond the hype New business opportunities Competitive advantages Why AE? What makes us different? An end-to-end solution A flexible formula and clear pricing Change management embedded Get in touch with our experts   Here to help! 2024-06-07 15:59:47,757 [DEBUG] embed_tuning: Remaining Length: 2073 2024-06-07 15:59:48,005 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:48,006 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:48,006 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:48,006 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:48,011 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 15:59:48,011 [DEBUG] embed_tuning: chunk: [('h1', '\n Assess & improve your digital maturity\n \n'), ('h4', 'Enable your digital transformation\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n You got stuck in your transformation and need a fresh view\n \n'), ('h3', '\n You don’t know what digital capabilities to prioritise on\n \n'), ('h3', '\n You need a better view on required digital investments\n \n'), ('h2', 'A framework to assess & improve your digital maturity\n'), ('p', 'Research shows that while 90 percent of companies have launched or are running digital transformation projects, only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.\xa0\n')] 2024-06-07 15:59:48,012 [DEBUG] embed_tuning: chunk_content: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess & improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects, only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.  2024-06-07 15:59:48,012 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Project intake\n'), ('h4', 'Evaluate your current state\n'), ('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h4', 'Project intake\n'), ('p', 'During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project.\n')] 2024-06-07 15:59:48,013 [DEBUG] embed_tuning: chunk_content: Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. 2024-06-07 15:59:48,013 [DEBUG] embed_tuning: chunk: [('h4', 'Evaluate your current state\n'), ('p', 'In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge.\n')] 2024-06-07 15:59:48,014 [DEBUG] embed_tuning: chunk_content: Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. 2024-06-07 15:59:48,014 [DEBUG] embed_tuning: chunk: [('h4', 'Design your future state\n'), ('h4', 'Governance & change management\n'), ('h4', 'Elaborate change plan & budget\n'), ('h2', 'How we can help\n'), ('p', 'To put our framework into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity.\n')] 2024-06-07 15:59:48,014 [DEBUG] embed_tuning: chunk_content: Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. 2024-06-07 15:59:48,015 [DEBUG] embed_tuning: chunk: [('h3', 'Capability Framework & Capability-Based Planning\n'), ('p', 'Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change.\n')] 2024-06-07 15:59:48,015 [DEBUG] embed_tuning: chunk_content: Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. 2024-06-07 15:59:48,016 [DEBUG] embed_tuning: chunk: [('h3', 'Workshops & Interviews\n'), ('h3', 'Maturity Assessment\n'), ('p', 'In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information.\n')] 2024-06-07 15:59:48,016 [DEBUG] embed_tuning: chunk_content: Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. 2024-06-07 15:59:48,017 [DEBUG] embed_tuning: chunk: [('h3', 'SWOT-Analysis\n'), ('p', 'The \xa0SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats.\n')] 2024-06-07 15:59:48,017 [DEBUG] embed_tuning: chunk_content: SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. 2024-06-07 15:59:48,018 [DEBUG] embed_tuning: chunk: [('h3', 'Budget Estimation Framework\n'), ('p', 'In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations.\n')] 2024-06-07 15:59:48,018 [DEBUG] embed_tuning: chunk_content: Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. 2024-06-07 15:59:48,018 [DEBUG] embed_tuning: chunk: [('h3', 'Change Management Techniques\n'), ('p', 'We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes.\n')] 2024-06-07 15:59:48,019 [DEBUG] embed_tuning: chunk_content: Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 15:59:48,019 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:48,020 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:48,020 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Assess & improve your digital maturity Enable your digital transformation Does this sound familiar? You got stuck in your transformation and need a fresh view You don’t know what digital capabilities to prioritise on You need a better view on required digital investments A framework to assess & improve your digital maturity Research shows that while 90 percent of companies have launched or are running digital transformation projects, only a third of the expected revenue benefits, on average, have been realised.To help companies realise the right investments, choose the priorities that deliver the highest ROI and find a balance between short- and long-term goals, we developed a practical framework.  Project intake Evaluate your current state Design your future state Governance & change management Elaborate change plan & budget Project intake During the kick-off phase we’ll do a project intake, in which we define the scope, the responsibilities, the timeframe, resources, deliverables and ultimately the goal(s) for the entire project. Evaluate your current state In this phase we will assess the current situation. Our strength lies in our holistic yet flexible framework, that starts with enablers for success, adapted to your specific situation. We always evaluate from different perspectives: people, processes, tools, and knowledge. Design your future state Governance & change management Elaborate change plan & budget How we can help To put our framework into practice, we have several hands-on methods and tools that help you take steps in assessing your digital maturity. Capability Framework & Capability-Based Planning Our digital capability framework outlines the essential skills, technical capabilities, and organisational abilities required to thrive in the digital age. It includes elements such as technological infrastructure, data analytics, innovation culture, cybersecurity, and adaptability to change. Workshops & Interviews Maturity Assessment In combination with workshops and interviews, we rely on surveys to get input from a wider audience. The key for these surveys is that they need to be lean enough to encourage people to fill them in, but extensive enough to capture sufficient information. SWOT-Analysis The  SWOT analysis of your digital maturity unveils strengths in technology and knowledge, weaknesses in potential vulnerabilities, opportunities in emerging trends, and possible external threats. Budget Estimation Framework In order to support budget estimations, we’ve developed a lightweight framework to cover the different aspects that contribute to budget calculations. Change Management Techniques We apply different change management techniques throughout the different phases of our approach. We also put focus on communication to the broader organisation, all in order to maximize the adoption of the proposed changes. 2024-06-07 15:59:48,021 [DEBUG] embed_tuning: chunk: [('h3', '\n Better Business & IT alignment\n \n'), ('h3', '\n Objective and transparent decision making\n \n'), ('h3', '\n Modernised IT Architecture\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'A true end-to-end partner\n'), ('h3', 'More than just technology\n'), ('h3', 'Always business-first\n'), ('h2', 'Get in touch with our expert\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,021 [DEBUG] embed_tuning: chunk_content: Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert   2024-06-07 15:59:48,021 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:48,022 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:48,022 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? Better Business & IT alignment Objective and transparent decision making Modernised IT Architecture Why AE? What makes us different? A true end-to-end partner More than just technology Always business-first Get in touch with our expert   Here to help! 2024-06-07 15:59:48,023 [DEBUG] embed_tuning: Remaining Length: 478 2024-06-07 15:59:48,161 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:48,162 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:48,162 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:48,163 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:48,166 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:48,167 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 15:59:48,167 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 15:59:48,168 [DEBUG] embed_tuning: chunk: [('h1', '\n Business & IT Architecture\n \n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 15:59:48,168 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 15:59:48,169 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', '\n Business Architecture\n \n'), ('h3', '\n IT Architecture\n \n'), ('h3', '\n Data Architecture\n \n'), ('h3', '\n Application Architecture\n \n'), ('h3', '\n Security Architecture\n \n'), ('h3', '\n Cloud Architecture\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,169 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture   2024-06-07 15:59:48,169 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,170 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.   2024-06-07 15:59:48,170 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,171 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.   2024-06-07 15:59:48,171 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the value of your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data.\n')] 2024-06-07 15:59:48,172 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data. 2024-06-07 15:59:48,172 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in “just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.\xa0“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 15:59:48,172 [DEBUG] embed_tuning: chunk_content: Why do we believe in “just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence. “Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 15:59:48,173 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 15:59:48,173 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 15:59:48,174 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 15:59:48,174 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 15:59:48,174 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,175 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.   2024-06-07 15:59:48,175 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 15:59:48,176 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 15:59:48,176 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture   Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.   Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.   Unlock the value of your data Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data. Why do we believe in “just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence. “Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.   Ready to talk about architecture? 2024-06-07 15:59:48,177 [DEBUG] embed_tuning: Remaining Length: 2609 2024-06-07 15:59:48,602 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:48,602 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:48,603 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:48,603 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:48,607 [DEBUG] embed_tuning: Nr of potential chunks: 11 2024-06-07 15:59:48,608 [DEBUG] embed_tuning: chunk: [('p', 'Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation.\n')] 2024-06-07 15:59:48,609 [DEBUG] embed_tuning: chunk_content: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. 2024-06-07 15:59:48,609 [DEBUG] embed_tuning: chunk: [('h1', '\n Business & IT Architecture\n \n'), ('p', 'An adequate view on architecture starts from a\xa0profound understanding of your current situation\xa0and takes a stance on future evolutions. A great architecture\xa0embraces volatility\xa0rather than fearing it, and prepares you to better\xa0cope with change.\n'), ('p', 'Envisioning, setting up and managing the architecture of an organisation requires\xa0skilled and experienced professionals\xa0in various domains.\n')] 2024-06-07 15:59:48,609 [DEBUG] embed_tuning: chunk_content: Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. 2024-06-07 15:59:48,610 [DEBUG] embed_tuning: chunk: [('h2', 'Architecture throughout your organisation\n'), ('h3', '\n Business Architecture\n \n'), ('h3', '\n IT Architecture\n \n'), ('h3', '\n Data Architecture\n \n'), ('h3', '\n Application Architecture\n \n'), ('h3', '\n Security Architecture\n \n'), ('h3', '\n Cloud Architecture\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,610 [DEBUG] embed_tuning: chunk_content: Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture   2024-06-07 15:59:48,611 [DEBUG] embed_tuning: chunk: [('h2', 'Our Business & IT Architecture Solutions\n'), ('h3', 'Re-architect your enterprise landscape\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,611 [DEBUG] embed_tuning: chunk_content: Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.   2024-06-07 15:59:48,611 [DEBUG] embed_tuning: chunk: [('h3', 'Make your business strategy actionable\n'), ('p', 'Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,612 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.   2024-06-07 15:59:48,612 [DEBUG] embed_tuning: chunk: [('h3', 'Unlock the value of your data\n'), ('p', 'Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data.\n')] 2024-06-07 15:59:48,613 [DEBUG] embed_tuning: chunk_content: Unlock the value of your data Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data. 2024-06-07 15:59:48,613 [DEBUG] embed_tuning: chunk: [('h3', 'Why do we believe in “just enough architecture”?\n'), ('p', 'Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence.\xa0“Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives.\n')] 2024-06-07 15:59:48,614 [DEBUG] embed_tuning: chunk_content: Why do we believe in “just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence. “Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. 2024-06-07 15:59:48,614 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'Expertise applied\n'), ('p', 'Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals.\n')] 2024-06-07 15:59:48,614 [DEBUG] embed_tuning: chunk_content: Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. 2024-06-07 15:59:48,615 [DEBUG] embed_tuning: chunk: [('h3', 'Pragmatism\n'), ('p', 'We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term.\n')] 2024-06-07 15:59:48,615 [DEBUG] embed_tuning: chunk_content: Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. 2024-06-07 15:59:48,616 [DEBUG] embed_tuning: chunk: [('h3', 'Delivery & governance\n'), ('p', 'Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:48,616 [DEBUG] embed_tuning: chunk_content: Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.   2024-06-07 15:59:48,617 [DEBUG] embed_tuning: chunk: [('h3', 'Ready to talk about architecture?\n'), ('h3', '\n')] 2024-06-07 15:59:48,617 [DEBUG] embed_tuning: chunk_content: Ready to talk about architecture? 2024-06-07 15:59:48,617 [DEBUG] embed_tuning: Remaining Chunk: Architecture is about aligning all aspects of an organisation with one another and with business objectives, to enable effective decision making and adaptation. Business & IT Architecture An adequate view on architecture starts from a profound understanding of your current situation and takes a stance on future evolutions. A great architecture embraces volatility rather than fearing it, and prepares you to better cope with change. Envisioning, setting up and managing the architecture of an organisation requires skilled and experienced professionals in various domains. Architecture throughout your organisation Business Architecture IT Architecture Data Architecture Application Architecture Security Architecture Cloud Architecture   Our Business & IT Architecture Solutions Re-architect your enterprise landscape Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.   Make your business strategy actionable Business & IT architecture are key in translating strategic objectives to an actionable plan with the right priorities.   Unlock the value of your data Data architecture plays a key role in the successful realisation of your data use cases and unlocking the value of this data. Why do we believe in “just enough architecture”? Architecture brings structure and insights. It enables decision making in view of business objectives.Practicing architecture is about finding the right level of depth. Architecture should not concern the deepest level of detail, while going “deep enough” to provide suficient insights to make decisions with confidence. “Just enough architecture” refers to our approach where we install and maintain a solid architecture foundation, and then apply a flexible and agile methodology to elaborate these aspects with the highest ROI, aligned with your current strategic initiatives. Why AE? Expertise applied Our architects know what they are talking about. But even more important: they know how to translate that knowledge in an architecture that fits your organisation and business goals. Pragmatism We don’t do architecture for the sake of architecture. Our practical and pragmatic approach enables actual decision making and facilitates change on both short and long term. Delivery & governance Our AE experts can deliver architectural solutions as well as support the setup and maturity increase of your architecture team.   Ready to talk about architecture? 2024-06-07 15:59:48,618 [DEBUG] embed_tuning: Remaining Length: 2609 2024-06-07 15:59:49,041 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:49,041 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:49,041 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:49,042 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:49,046 [DEBUG] embed_tuning: Nr of potential chunks: 15 2024-06-07 15:59:49,047 [DEBUG] embed_tuning: chunk: [('h1', '\n Re-architect your enterprise landscape\n \n'), ('h4', 'Future-proofing your business today\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Your IT environment no longer matches your business requirements\n \n'), ('h3', '\n IT solutions are outdated or no longer supported\n \n'), ('h3', '\n After a M&A, the integration of your enterprise landscape is essential\n \n'), ('h2', 'A methodology to re-architect your enterprise landscape\n'), ('p', 'To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals.\n')] 2024-06-07 15:59:49,047 [DEBUG] embed_tuning: chunk_content: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. 2024-06-07 15:59:49,048 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Defining the change areas\n'), ('h4', 'Elaborate your future state\n'), ('h4', 'Determine an actionable roadmap\n'), ('h4', 'Defining the change areas\n'), ('p', 'We start high-level by getting a common understanding of your business strategy, mapping your current state and developing a view on opportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes.\n')] 2024-06-07 15:59:49,048 [DEBUG] embed_tuning: chunk_content: Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding of your business strategy, mapping your current state and developing a view on opportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. 2024-06-07 15:59:49,049 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate your future state\n'), ('p', 'In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affected processes, people, hardware, software, and infrastructure. Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks before we make a detailed design of your future state.\n')] 2024-06-07 15:59:49,049 [DEBUG] embed_tuning: chunk_content: Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affected processes, people, hardware, software, and infrastructure. Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks before we make a detailed design of your future state. 2024-06-07 15:59:49,050 [DEBUG] embed_tuning: chunk: [('h4', 'Determine an actionable roadmap\n'), ('p', 'In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state.\n')] 2024-06-07 15:59:49,050 [DEBUG] embed_tuning: chunk_content: Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. 2024-06-07 15:59:49,050 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps to re-architect your enterprise landscape.\n')] 2024-06-07 15:59:49,051 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to re-architect your enterprise landscape. 2024-06-07 15:59:49,051 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Workshops\n'), ('h3', 'Capability Map\xa0\n'), ('p', 'With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment.\n')] 2024-06-07 15:59:49,052 [DEBUG] embed_tuning: chunk_content: Interviews & Workshops Capability Map  With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. 2024-06-07 15:59:49,052 [DEBUG] embed_tuning: chunk: [('h3', 'Reference IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 15:59:49,053 [DEBUG] embed_tuning: chunk_content: Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. 2024-06-07 15:59:49,053 [DEBUG] embed_tuning: chunk: [('h3', 'Governance & Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 15:59:49,053 [DEBUG] embed_tuning: chunk_content: Governance & Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 15:59:49,054 [DEBUG] embed_tuning: chunk: [('h3', 'Implementation Roadmap\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 15:59:49,054 [DEBUG] embed_tuning: chunk_content: Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 15:59:49,055 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:49,055 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:49,055 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Re-architect your enterprise landscape Future-proofing your business today Does this sound familiar? Your IT environment no longer matches your business requirements IT solutions are outdated or no longer supported After a M&A, the integration of your enterprise landscape is essential A methodology to re-architect your enterprise landscape To assist you in re-architecting your enterprise landscape, we implement appropriate changes in processes, organisation and technology to accomplish your business goals. Defining the change areas Elaborate your future state Determine an actionable roadmap Defining the change areas We start high-level by getting a common understanding of your business strategy, mapping your current state and developing a view on opportunities and challenges. With that information we move to your preferred future state. We define change areas and conduct an impact analysis, so you know which technology, processes and people will be affected by the changes. Elaborate your future state In this phase, we dig deeper into your preferred future state. We take an in-depth look at the affected processes, people, hardware, software, and infrastructure. Through comprehensive evaluation, we determine the effectiveness of existing technologies and identify potential risks before we make a detailed design of your future state. Determine an actionable roadmap In this last phase, we compile all required changes into a roadmap. This is a detailed breakdown of work packages or tasks involved in the re-architecting process, including an explanation of how these contribute to achieving the overall roadmap. Moreover, we conduct an assessment of the governance and change management strategies required to transition from the current to the target state. How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to re-architect your enterprise landscape. Interviews & Workshops Capability Map  With a capability map, we offer insights in the maturity of your most important business and IT capabilities. By mapping this with your target state, you can identify the domains that are performing well and those that require attention and/or investment. Reference IT Architecture Based on our “just enough architecture” approach, we design a reference IT architecture that serves as a blueprint for your transformation project. Governance & Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. Implementation Roadmap Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 15:59:49,056 [DEBUG] embed_tuning: chunk: [('h3', '\n We’re in this together\n \n'), ('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Our approach, your way\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('h3', 'Always business-first\n'), ('p', 'Business comes first, every step of the way. We always keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire.\n')] 2024-06-07 15:59:49,056 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. We always keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. 2024-06-07 15:59:49,057 [DEBUG] embed_tuning: chunk: [('h3', 'More than just technology\n'), ('p', 'Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 15:59:49,057 [DEBUG] embed_tuning: chunk_content: More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 15:59:49,058 [DEBUG] embed_tuning: chunk: [('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out.\n')] 2024-06-07 15:59:49,058 [DEBUG] embed_tuning: chunk_content: A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. 2024-06-07 15:59:49,058 [DEBUG] embed_tuning: chunk: [('h2', 'Get in touch with our experts\n'), ('p', '\xa0\n')] 2024-06-07 15:59:49,059 [DEBUG] embed_tuning: chunk_content: Get in touch with our experts   2024-06-07 15:59:49,059 [DEBUG] embed_tuning: chunk: [('h2', 'Here to help!\n'), ('h3', '\n')] 2024-06-07 15:59:49,060 [DEBUG] embed_tuning: chunk_content: Here to help! 2024-06-07 15:59:49,060 [DEBUG] embed_tuning: Remaining Chunk: What’s in it for you? Frameworks, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different? Always business-first Business comes first, every step of the way. We always keep your business goals in mind when crafting your strategy because, in the end, it’s all about delivering the tangible results you desire. More than just technology Sitting at the crossroads between technology, business, and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. A true end-to-end partner Our organisation boasts a wide range of skill sets, making us a true end-to-end partner that can assess your current landscape, help design your new enterprise landscape, and assist in the implementation and roll-out. Get in touch with our experts   Here to help! 2024-06-07 15:59:49,061 [DEBUG] embed_tuning: Remaining Length: 1111 2024-06-07 15:59:49,243 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:49,244 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:49,244 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:49,245 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:49,249 [DEBUG] embed_tuning: Nr of potential chunks: 14 2024-06-07 15:59:49,250 [DEBUG] embed_tuning: chunk: [('h1', '\n Make your business strategy actionable\n \n'), ('h4', 'A roadmap to success in a digital world\n'), ('h2', 'Does this sound familiar?\n'), ('h3', '\n Translating strategy into action proves difficult\n \n'), ('h3', '\n Your business could be more efficient and digitally oriented\n \n'), ('h3', '\n Adapting to legal & regulatory compliance or new realities takes a long time\n \n'), ('h2', 'A methodology to make your business strategy actionable\n'), ('p', 'According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future.\n'), ('p', 'To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.\xa0\n')] 2024-06-07 15:59:49,250 [DEBUG] embed_tuning: chunk_content: Make your business strategy actionable A roadmap to success in a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make your business strategy actionable According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.  2024-06-07 15:59:49,251 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('h4', 'Setting direction\n'), ('h4', 'Elaborate the change\n'), ('h4', 'Compiling the strategic plan\n'), ('h4', 'Setting direction\n'), ('p', 'We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights.\n')] 2024-06-07 15:59:49,251 [DEBUG] embed_tuning: chunk_content: Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. 2024-06-07 15:59:49,252 [DEBUG] embed_tuning: chunk: [('h4', 'Elaborate the change\n'), ('p', 'In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup.\n')] 2024-06-07 15:59:49,252 [DEBUG] embed_tuning: chunk_content: Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. 2024-06-07 15:59:49,252 [DEBUG] embed_tuning: chunk: [('h4', 'Compiling the strategic plan\n'), ('p', 'Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.\xa0\n')] 2024-06-07 15:59:49,253 [DEBUG] embed_tuning: chunk_content: Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.  2024-06-07 15:59:49,253 [DEBUG] embed_tuning: chunk: [('h2', 'How we can help\n'), ('p', 'To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable.\n')] 2024-06-07 15:59:49,254 [DEBUG] embed_tuning: chunk_content: How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable. 2024-06-07 15:59:49,254 [DEBUG] embed_tuning: chunk: [('h3', 'Interviews & Workshops\n'), ('h3', 'Business Capability Map\xa0\n'), ('p', 'With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment.\n')] 2024-06-07 15:59:49,254 [DEBUG] embed_tuning: chunk_content: Interviews & Workshops Business Capability Map  With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment. 2024-06-07 15:59:49,255 [DEBUG] embed_tuning: chunk: [('h3', 'Reference Business & IT Architecture\n'), ('p', 'Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project.\n')] 2024-06-07 15:59:49,255 [DEBUG] embed_tuning: chunk_content: Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 15:59:49,256 [DEBUG] embed_tuning: chunk: [('h3', 'Governance & Change Management Guidelines\n'), ('p', 'These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation.\n')] 2024-06-07 15:59:49,256 [DEBUG] embed_tuning: chunk_content: Governance & Change Management Guidelines These guidelines serve as a basis to ensure efficient decision-making and accountability, facilitating smooth transitions and mitigating disruptions within your organisation. 2024-06-07 15:59:49,257 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Make your business strategy actionable A roadmap to success in a digital world Does this sound familiar? Translating strategy into action proves difficult Your business could be more efficient and digitally oriented Adapting to legal & regulatory compliance or new realities takes a long time A methodology to make your business strategy actionable According to recent research, 64% of organisations say they need to build new digital businesses to stay competitive. 21% plan to implement digital technologies into their current business model. But only 11% express confidence in the sustainability of their current business models in the near future. To assist companies in making their strategy more actionable, selecting the appropriate priorities and striking a balance between short- and long-term goals, we employ a clear methodology.  Setting direction Elaborate the change Compiling the strategic plan Setting direction We begin by exploring your organisation’s ecosystem, business models & and strategy to ensure that all subsequent steps in the exercise are connected with the business strategy and activities of your organisation. This includes defining goals & ambitions as well as identifying opportunities & challenges considering market trends & insights. Elaborate the change In this phase we evaluate and elaborate the change for your organisation from a business and IT perspective. Subsequently, we design your target future state in line with business strategy and considering impact on processes, organisation, people and technology. We also assess which capabilites need to be enhanced in order to succesfully execute the change. This includes the required governance & change management setup. Compiling the strategic plan Finally all needed change is compiled into a strategic plan. This is an actionable plan, that not only defines the initiatives to deliver the change but also provides insights into the business value, costs and risks involved. As an end-to-end partner, we are also more than happy to assist with the execution of this strategic plan.  How we can help To put our methodology into practice, we have several hands-on methods and tools that help you take steps to make your business strategy actionable. Interviews & Workshops Business Capability Map  With a capability map we provide insights into the maturity of your most important business capabilities. By mapping this with your target state, you can identify domains that are performing well and those that require attention and/or investment. Reference Business & IT Architecture Based on our “just enough architecture” approach, we design a reference Business & IT architecture that serves as a blueprint for your transformation project. 2024-06-07 15:59:49,257 [DEBUG] embed_tuning: chunk: [('h3', 'Maturity Change Plan\n'), ('p', 'Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time.\n')] 2024-06-07 15:59:49,257 [DEBUG] embed_tuning: chunk_content: Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. 2024-06-07 15:59:49,258 [DEBUG] embed_tuning: chunk: [('h3', 'Master Plan\n'), ('p', 'The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk.\n')] 2024-06-07 15:59:49,258 [DEBUG] embed_tuning: chunk_content: Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk. 2024-06-07 15:59:49,259 [DEBUG] embed_tuning: chunk: [('h2', 'What’s in it for you?\n'), ('p', 'Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect?\n')] 2024-06-07 15:59:49,259 [DEBUG] embed_tuning: chunk_content: What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? 2024-06-07 15:59:49,260 [DEBUG] embed_tuning: chunk: [('h3', '\n We’re in this together\n \n'), ('h3', '\n Increased revenue & reduced costs\n \n'), ('h3', '\n Our approach, your way\n \n'), ('h2', 'Why AE? What makes us different?\n'), ('p', '\xa0\n')] 2024-06-07 15:59:49,260 [DEBUG] embed_tuning: chunk_content: We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? 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Maturity Change Plan Our maturity change plan outlines a structured approach to advancement in specific areas, aiming to enhance your effectiveness, efficiency, and resilience over time. Master Plan The most important deliverable is a master plan, which is an actionable plan designed for management decision-taking. It outlines the goals and direction, providing an indication of the associated business value, cost and risk. What’s in it for you? Methodologies, plans, tools… they are nice to have, but in the end it’s the results that matter. So, what’s in it for you? What can your organisation expect? We’re in this together Increased revenue & reduced costs Our approach, your way Why AE? What makes us different?   Always business-first More than just technology Just enough architecture Get in touch with our experts   Here to help! 2024-06-07 15:59:49,262 [DEBUG] embed_tuning: Remaining Length: 1107 2024-06-07 15:59:50,558 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:50,558 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:50,559 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:50,559 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:50,563 [DEBUG] embed_tuning: Nr of potential chunks: 12 2024-06-07 15:59:50,563 [DEBUG] embed_tuning: chunk: [('p', 'IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models. This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-07 15:59:50,564 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models. This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-07 15:59:50,564 [DEBUG] embed_tuning: chunk: [('h1', '\n IT Delivery & Performance\n \n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\xa0\n')] 2024-06-07 15:59:50,565 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.  2024-06-07 15:59:50,565 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', '\n Time to market\n \n'), ('h3', '\n IT Architecture\n \n'), ('h3', '\n Ensuring Quality\n \n'), ('h3', '\n Talent shortage and skills gap\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:50,565 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap   2024-06-07 15:59:50,566 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\xa0\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-07 15:59:50,566 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape  Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 15:59:50,567 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:50,567 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:50,568 [DEBUG] embed_tuning: chunk: [('h3', 'Foster your human capital \xa0\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 15:59:50,568 [DEBUG] embed_tuning: chunk_content: Foster your human capital   We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 15:59:50,568 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 15:59:50,569 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 15:59:50,569 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 15:59:50,570 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 15:59:50,570 [DEBUG] embed_tuning: chunk: [('h3', 'More than technology\xa0\n'), ('p', 'Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 15:59:50,570 [DEBUG] embed_tuning: chunk_content: More than technology  Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 15:59:50,571 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 15:59:50,571 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:50,572 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:50,572 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   2024-06-07 15:59:50,573 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models. This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.  Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap   Our IT Delivery & Performance Solutions Re-architect your enterprise landscape  Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster your human capital   We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology  Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:50,573 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-07 15:59:50,573 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-07 15:59:50,574 [DEBUG] embed_tuning: Remaining Chunk: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts.\n')] 2024-06-07 15:59:52,403 [DEBUG] embed_tuning: chunk_content: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models. This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. 2024-06-07 15:59:52,404 [DEBUG] embed_tuning: chunk: [('h1', '\n IT Delivery & Performance\n \n'), ('p', 'As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.\xa0\n')] 2024-06-07 15:59:52,404 [DEBUG] embed_tuning: chunk_content: IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.  2024-06-07 15:59:52,405 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in IT Delivery & Performance\n"), ('h3', '\n Time to market\n \n'), ('h3', '\n IT Architecture\n \n'), ('h3', '\n Ensuring Quality\n \n'), ('h3', '\n Talent shortage and skills gap\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:52,405 [DEBUG] embed_tuning: chunk_content: Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap   2024-06-07 15:59:52,406 [DEBUG] embed_tuning: chunk: [('h2', 'Our IT Delivery & Performance Solutions\n'), ('h3', 'Re-architect your enterprise landscape\xa0\n'), ('p', 'Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project.\n')] 2024-06-07 15:59:52,406 [DEBUG] embed_tuning: chunk_content: Our IT Delivery & Performance Solutions Re-architect your enterprise landscape  Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. 2024-06-07 15:59:52,406 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:52,407 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:52,407 [DEBUG] embed_tuning: chunk: [('h3', 'Foster your human capital \xa0\n'), ('p', 'We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being.\n')] 2024-06-07 15:59:52,408 [DEBUG] embed_tuning: chunk_content: Foster your human capital   We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. 2024-06-07 15:59:52,408 [DEBUG] embed_tuning: chunk: [('h3', "Improve your organisation's agility\n"), ('p', 'We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation.\n')] 2024-06-07 15:59:52,408 [DEBUG] embed_tuning: chunk_content: Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. 2024-06-07 15:59:52,409 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 15:59:52,409 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 15:59:52,410 [DEBUG] embed_tuning: chunk: [('h3', 'More than technology\xa0\n'), ('p', 'Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape.\n')] 2024-06-07 15:59:52,410 [DEBUG] embed_tuning: chunk_content: More than technology  Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. 2024-06-07 15:59:52,410 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 15:59:52,411 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:52,411 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:52,412 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   2024-06-07 15:59:52,412 [DEBUG] embed_tuning: Adding chunk to actual_chunks: IT is no longer just a support function but a core driver of digital initiatives. More than ever, IT departments enable businesses to innovate, automate, and digitize processes, enhancing efficiency, customer experience, and creating new business models. This expanded role requires IT professionals to develop not only technical expertise but also strategic, managerial, and interpersonal skills to effectively lead digital transformation efforts. IT Delivery & Performance As IT continues to evolve, its role in organizations will increasingly focus on driving strategic value, enabling innovation, and facilitating a culture of agility and continuous improvement. We help you transform your IT department towards a high performing, value delivering partner for your business stakeholders. We focus on just-enough architecture, a secure and efficient software delivery process, quality assurance, agility and on upskilling your digital talent to get the job done.  Today's challenges in IT Delivery & Performance Time to market IT Architecture Ensuring Quality Talent shortage and skills gap   Our IT Delivery & Performance Solutions Re-architect your enterprise landscape  Based on our “just enough architecture” approach, we design a target architecture that can serve as a blueprint for your digital transformation project. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Foster your human capital   We can help strengthen your organisation and make it resilient for change by advising you on organisational design, company culture, personalised development, collaboration, continuous learning and employee well-being. Improve your organisation's agility We help improve your agility, so you can capitalise on opportunities faster, have more control over a project, predict risks easier and become a more collaborative and resilient organisation. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. More than technology  Sitting at the crossroads between technology, business and people enables us to consider more than just technology. Our expertise extends to supporting the organisational and human aspects of transitioning to a new enterprise landscape. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:52,413 [DEBUG] embed_tuning: chunk: [('h3', 'Want to optimize your IT delivery?\n'), ('h3', '\n')] 2024-06-07 15:59:52,413 [DEBUG] embed_tuning: chunk_content: Want to optimize your IT delivery? 2024-06-07 15:59:52,414 [DEBUG] embed_tuning: Remaining Chunk: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. 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By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies.\n')] 2024-06-07 15:59:54,493 [DEBUG] embed_tuning: chunk_content: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. 2024-06-07 15:59:54,494 [DEBUG] embed_tuning: chunk: [('h1', '\n Cloud & Hybrid\n \n'), ('p', 'Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together.\n')] 2024-06-07 15:59:54,494 [DEBUG] embed_tuning: chunk_content: Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. 2024-06-07 15:59:54,494 [DEBUG] embed_tuning: chunk: [('h2', "Today's challenges in Cloud & Hybrid\n"), ('h3', '\n Retrofitting legacy apps to cloud-native platforms\n \n'), ('h3', '\n Navigating cloud capabilities stalls improvement of operational processes\n \n'), ('h3', '\n Seamlessly supporting business needs poses significant challenges\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:54,495 [DEBUG] embed_tuning: chunk_content: Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges   2024-06-07 15:59:54,495 [DEBUG] embed_tuning: chunk: [('h2', 'Our Cloud & Hybrid Solutions\n'), ('h3', 'Think, Build & Run your digital solution\n'), ('p', 'We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out.\n')] 2024-06-07 15:59:54,496 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 15:59:54,496 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:54,496 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:54,497 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 15:59:54,497 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 15:59:54,498 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 15:59:54,498 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 15:59:54,499 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 15:59:54,499 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:54,499 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:54,500 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   2024-06-07 15:59:54,500 [DEBUG] embed_tuning: chunk: [('h3', 'Upgrade your cloud journey!\n'), ('h3', '\n')] 2024-06-07 15:59:54,501 [DEBUG] embed_tuning: chunk_content: Upgrade your cloud journey! 2024-06-07 15:59:54,501 [DEBUG] embed_tuning: Remaining Chunk: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges   Our Cloud & Hybrid Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   Upgrade your cloud journey! 2024-06-07 15:59:54,502 [DEBUG] embed_tuning: Remaining Length: 2437 2024-06-07 15:59:54,975 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:54,975 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:54,976 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:54,976 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:54,980 [DEBUG] embed_tuning: Nr of potential chunks: 10 2024-06-07 15:59:54,980 [DEBUG] embed_tuning: chunk: [('p', 'Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. 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We are there from concept to roll-out.\n')] 2024-06-07 15:59:54,983 [DEBUG] embed_tuning: chunk_content: Our Cloud & Hybrid Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. 2024-06-07 15:59:54,984 [DEBUG] embed_tuning: chunk: [('h3', 'Streamline & secure your software delivery process\n'), ('p', 'We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient.\n')] 2024-06-07 15:59:54,984 [DEBUG] embed_tuning: chunk_content: Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. 2024-06-07 15:59:54,984 [DEBUG] embed_tuning: chunk: [('h2', 'Why AE?\n'), ('h3', 'A true end-to-end partner\n'), ('p', 'Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out.\n')] 2024-06-07 15:59:54,985 [DEBUG] embed_tuning: chunk_content: Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. 2024-06-07 15:59:54,985 [DEBUG] embed_tuning: chunk: [('h3', 'Application specialists\n'), ('p', "If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered.\n")] 2024-06-07 15:59:54,986 [DEBUG] embed_tuning: chunk_content: Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. 2024-06-07 15:59:54,986 [DEBUG] embed_tuning: chunk: [('h3', 'Expertise\n'), ('p', 'Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it.\n')] 2024-06-07 15:59:54,987 [DEBUG] embed_tuning: chunk_content: Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. 2024-06-07 15:59:54,987 [DEBUG] embed_tuning: chunk: [('h3', 'Always business first\n'), ('p', 'It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:54,987 [DEBUG] embed_tuning: chunk_content: Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   2024-06-07 15:59:54,988 [DEBUG] embed_tuning: chunk: [('h3', 'Upgrade your cloud journey!\n'), ('h3', '\n')] 2024-06-07 15:59:54,988 [DEBUG] embed_tuning: chunk_content: Upgrade your cloud journey! 2024-06-07 15:59:54,989 [DEBUG] embed_tuning: Remaining Chunk: Cloud today is an integral part of your solution to meet agility and innovation. Public cloud brings elasticity, resilience, on-demand self-provisioning and many more benefits. The true challenge however lies not in the technology itself but in applying it effectively. By adopting a cloud-native strategy we can transcend the traditional boundaries that are not only found on public cloud but also apply these to on-premise, hybrid and multi-cloud strategies. Cloud & Hybrid Let’s embark on a joint journey to cloud-native where choosing the right strategy, implementing a governance framework, optimising your business and IT processes and reducing operational complexity all come together. Today's challenges in Cloud & Hybrid Retrofitting legacy apps to cloud-native platforms Navigating cloud capabilities stalls improvement of operational processes Seamlessly supporting business needs poses significant challenges   Our Cloud & Hybrid Solutions Think, Build & Run your digital solution We make sure you get a digital solution that meets your expectations, is secure, user-friendly, and is delivered within time and budget. We are there from concept to roll-out. Streamline & secure your software delivery process We help you increase the quality, reliability and security of your software delivery process, making your organisation safer and more efficient. Why AE? A true end-to-end partner Our organisation boasts a wide range of skillsets. That makes us a true end-to-end partner that can assess or help realise your strategy, create frameworks or architectures, develop apps or help you with a full roll-out. Application specialists If there is one thing that we are experts in, it's applications. From conceiving and building them, to delivering them as efficiently as possible, and optimally using them in a cloud-native environment. We've got you covered. Expertise Our experts know what they are talking about. But even more important: they know how to translate that knowledge into valuable business cases for your company. We have the track record to prove it. Always business first It’s always business first. In our assessments and in our advice. We’ll always keep your business goals in mind when we look at your challenges. Because in the end, it’s all about the tangible results you can expect from your digital transformation.   Upgrade your cloud journey! 2024-06-07 15:59:54,989 [DEBUG] embed_tuning: Remaining Length: 2437 2024-06-07 15:59:55,038 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:55,039 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:55,039 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:55,040 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:55,043 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:55,043 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlocking your business potential\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,044 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential   2024-06-07 15:59:55,044 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\xa0\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:55,045 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:55,045 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:55,046 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 15:59:55,046 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,046 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   2024-06-07 15:59:55,047 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\xa0\n')] 2024-06-07 15:59:55,047 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   2024-06-07 15:59:55,048 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,048 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   2024-06-07 15:59:55,049 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 15:59:55,049 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. 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Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 15:59:55,052 [DEBUG] embed_tuning: Remaining Length: 1421 2024-06-07 15:59:55,386 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:55,387 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:55,388 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:55,388 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:55,391 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:55,391 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlocking your business potential\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,392 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential   2024-06-07 15:59:55,392 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\xa0\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:55,393 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:55,393 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:55,394 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. 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We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\xa0\n')] 2024-06-07 15:59:55,395 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   2024-06-07 15:59:55,396 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,396 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   2024-06-07 15:59:55,397 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 15:59:55,397 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. 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Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 15:59:55,400 [DEBUG] embed_tuning: Remaining Length: 1421 2024-06-07 15:59:55,431 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:55,431 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:55,432 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:55,432 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:55,435 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:55,436 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlocking your business potential\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,436 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential   2024-06-07 15:59:55,436 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\xa0\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:55,437 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:55,437 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:55,438 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. 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Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 15:59:55,444 [DEBUG] embed_tuning: Remaining Length: 1421 2024-06-07 15:59:55,884 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:55,884 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:55,885 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:55,885 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:55,888 [DEBUG] embed_tuning: Nr of potential chunks: 9 2024-06-07 15:59:55,889 [DEBUG] embed_tuning: chunk: [('h1', '\n Unlocking your business potential\n \n'), ('p', '\xa0\n')] 2024-06-07 15:59:55,889 [DEBUG] embed_tuning: chunk_content: Unlocking your business potential   2024-06-07 15:59:55,890 [DEBUG] embed_tuning: chunk: [('h2', 'Inspire\n'), ('p', '\xa0\n'), ('p', 'Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:55,890 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:55,890 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:55,891 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. 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Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? 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Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:56,133 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:56,133 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:56,134 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. 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Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? 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Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons.\n')] 2024-06-07 15:59:56,522 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:56,522 [DEBUG] embed_tuning: chunk_content: Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. 2024-06-07 15:59:56,523 [DEBUG] embed_tuning: chunk: [('h2', 'Strategic Advice\n'), ('p', 'Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth.\n')] 2024-06-07 15:59:56,523 [DEBUG] embed_tuning: chunk_content: Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. 2024-06-07 15:59:56,524 [DEBUG] embed_tuning: chunk: [('h2', 'IT Consultancy\n'), ('p', 'Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:56,524 [DEBUG] embed_tuning: chunk_content: IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   2024-06-07 15:59:56,525 [DEBUG] embed_tuning: chunk: [('h2', 'IT Team Extension\n'), ('p', "Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.\n"), ('p', '\xa0\n')] 2024-06-07 15:59:56,525 [DEBUG] embed_tuning: chunk_content: IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   2024-06-07 15:59:56,525 [DEBUG] embed_tuning: chunk: [('h2', 'Managed Services\n'), ('p', 'Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:56,526 [DEBUG] embed_tuning: chunk_content: Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   2024-06-07 15:59:56,526 [DEBUG] embed_tuning: chunk: [('h2', 'Application Development\n'), ('p', 'Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business.\n')] 2024-06-07 15:59:56,527 [DEBUG] embed_tuning: chunk_content: Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. 2024-06-07 15:59:56,527 [DEBUG] embed_tuning: chunk: [('h2', 'Ready to elevate your business?\n'), ('p', 'Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.\n'), ('p', '\xa0\n')] 2024-06-07 15:59:56,528 [DEBUG] embed_tuning: chunk_content: Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 15:59:56,528 [DEBUG] embed_tuning: chunk: [('h3', '\n')] 2024-06-07 15:59:56,529 [DEBUG] embed_tuning: chunk_content: 2024-06-07 15:59:56,529 [DEBUG] embed_tuning: Remaining Chunk: Unlocking your business potential   Inspire   Fuel your business with creativity and innovation. Our Inspire service is tailored to ignite fresh ideas and drive your organisation towards new horizons. Strategic Advice Navigate the complexities of the business landscape with our Strategic Advice service. We provide insightful guidance to help you make informed decisions, fostering sustainable growth. IT Consultancy Unlock the full potential of your IT infrastructure with our consultancy services. Our experts offer strategic insights and technical expertise to optimise your technology investments.   IT Team Extension Enhance your team's capabilities seamlessly with our IT Team Extension service. We provide skilled professionals to complement your in-house talent, ensuring a harmonious and efficient workflow.   Managed Services Experience peace of mind with our Managed Services. From system maintenance to cybersecurity, we take care of your IT infrastructure, allowing you to focus on what you do best – growing your business.   Application Development Discover our value propositions that drive success in various industries. From tailored consulting services to innovative digital solutions, AE is committed to delivering excellence and value to your business. Ready to elevate your business? Contact us today to discuss how AE can be your strategic partner in achieving your business objectives.   2024-06-07 15:59:56,530 [DEBUG] embed_tuning: Remaining Length: 1421 2024-06-07 15:59:56,531 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 15:59:56,532 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 15:59:56,532 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,533 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 15:59:56,533 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 15:59:56,534 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,534 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 15:59:56,535 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,535 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 15:59:56,536 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 15:59:56,537 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,538 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 15:59:56,538 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,539 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,539 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,540 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,540 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 15:59:56,541 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 15:59:56,541 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 15:59:56,542 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,543 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 15:59:56,543 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,544 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,544 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 15:59:56,545 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,545 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,546 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 15:59:56,547 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,548 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,548 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 15:59:56,549 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,549 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,550 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,550 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,551 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,551 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 15:59:56,552 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,553 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 15:59:56,553 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,554 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,554 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 15:59:56,555 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 15:59:56,555 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,556 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 15:59:56,556 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,557 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 15:59:56,557 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 15:59:56,558 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,558 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 15:59:56,559 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,559 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,560 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,560 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,561 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 15:59:56,561 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,562 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 15:59:56,562 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 15:59:56,563 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,563 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 15:59:56,564 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,564 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 15:59:56,565 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 15:59:56,565 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,566 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 15:59:56,566 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 15:59:56,567 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 15:59:56,567 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,568 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 15:59:56,568 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,569 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,569 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,569 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 15:59:56,607 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:56,607 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:56,608 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:56,608 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:56,617 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 15:59:56,618 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 15:59:56,618 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,619 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 15:59:56,619 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 15:59:56,620 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,620 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 15:59:56,621 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,621 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 15:59:56,622 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 15:59:56,622 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,623 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 15:59:56,623 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,624 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,624 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,625 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,625 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 15:59:56,626 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 15:59:56,626 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 15:59:56,627 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,627 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 15:59:56,628 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,628 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,629 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 15:59:56,629 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,629 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,630 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 15:59:56,631 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,631 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,632 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 15:59:56,632 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,633 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,633 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,634 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,634 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,634 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 15:59:56,635 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,635 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 15:59:56,636 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,637 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,637 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 15:59:56,638 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 15:59:56,638 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,639 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 15:59:56,639 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,639 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 15:59:56,640 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 15:59:56,640 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,641 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 15:59:56,641 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,642 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,642 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,643 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,643 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 15:59:56,644 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,644 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 15:59:56,645 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 15:59:56,645 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,646 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 15:59:56,646 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,647 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 15:59:56,647 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 15:59:56,647 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,648 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 15:59:56,648 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 15:59:56,649 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 15:59:56,649 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,650 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 15:59:56,650 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,651 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,651 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,651 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 15:59:56,942 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:56,942 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:56,943 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:56,943 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:56,952 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 15:59:56,953 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 15:59:56,953 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,954 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 15:59:56,954 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 15:59:56,955 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:56,955 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 15:59:56,956 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,956 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 15:59:56,957 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 15:59:56,957 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:56,958 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 15:59:56,958 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,959 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,959 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,960 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:56,960 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 15:59:56,961 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 15:59:56,961 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 15:59:56,962 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,962 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 15:59:56,963 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,963 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:56,964 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 15:59:56,964 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,965 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:56,965 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 15:59:56,966 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,967 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:56,967 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 15:59:56,968 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,968 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:56,969 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,969 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,970 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:56,970 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 15:59:56,971 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,971 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 15:59:56,972 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,972 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:56,973 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 15:59:56,973 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 15:59:56,974 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:56,974 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 15:59:56,975 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,975 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 15:59:56,976 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 15:59:56,976 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:56,977 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 15:59:56,977 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,978 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:56,978 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:56,979 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:56,979 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 15:59:56,980 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,980 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 15:59:56,981 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 15:59:56,981 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:56,982 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 15:59:56,982 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,983 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 15:59:56,983 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 15:59:56,984 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:56,984 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 15:59:56,985 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 15:59:56,985 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 15:59:56,985 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,986 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 15:59:56,986 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,987 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:56,987 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:56,988 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 15:59:57,711 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 15:59:57,712 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 15:59:57,712 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 15:59:57,713 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 15:59:57,722 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 15:59:57,722 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 15:59:57,722 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:57,723 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 15:59:57,723 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 15:59:57,724 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 15:59:57,724 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 15:59:57,725 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:57,725 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 15:59:57,726 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 15:59:57,726 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 15:59:57,727 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 15:59:57,727 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:57,728 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:57,728 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:57,729 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 15:59:57,729 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 15:59:57,730 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 15:59:57,730 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 15:59:57,731 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:57,731 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 15:59:57,732 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:57,732 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 15:59:57,733 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 15:59:57,733 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:57,734 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 15:59:57,734 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 15:59:57,735 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:57,735 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 15:59:57,736 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 15:59:57,736 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:57,737 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 15:59:57,737 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:57,738 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:57,738 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 15:59:57,739 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 15:59:57,739 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:57,740 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 15:59:57,740 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:57,741 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 15:59:57,741 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 15:59:57,742 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 15:59:57,742 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 15:59:57,743 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 15:59:57,743 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:57,744 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 15:59:57,744 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 15:59:57,744 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 15:59:57,745 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 15:59:57,745 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:57,746 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 15:59:57,746 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 15:59:57,747 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 15:59:57,747 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 15:59:57,748 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:57,748 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 15:59:57,749 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 15:59:57,749 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 15:59:57,750 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 15:59:57,750 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:57,751 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 15:59:57,751 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 15:59:57,752 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 15:59:57,752 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 15:59:57,753 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 15:59:57,753 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 15:59:57,754 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:57,754 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 15:59:57,754 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:57,755 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 15:59:57,755 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 15:59:57,756 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 16:00:00,479 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 16:00:00,479 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 16:00:00,480 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 16:00:00,480 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 16:00:00,490 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 16:00:00,490 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 16:00:00,491 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 16:00:00,491 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 16:00:00,492 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 16:00:00,492 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 16:00:00,493 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 16:00:00,493 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 16:00:00,494 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 16:00:00,494 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 16:00:00,495 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 16:00:00,495 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 16:00:00,496 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 16:00:00,496 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:00,497 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 16:00:00,497 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 16:00:00,498 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 16:00:00,498 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 16:00:00,499 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 16:00:00,499 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 16:00:00,500 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 16:00:00,500 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 16:00:00,500 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 16:00:00,501 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 16:00:00,501 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 16:00:00,502 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 16:00:00,502 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 16:00:00,503 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 16:00:00,504 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 16:00:00,504 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 16:00:00,504 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 16:00:00,505 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 16:00:00,505 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:00,506 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 16:00:00,506 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 16:00:00,507 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 16:00:00,507 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 16:00:00,508 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 16:00:00,508 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 16:00:00,509 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 16:00:00,509 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 16:00:00,510 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 16:00:00,510 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 16:00:00,511 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 16:00:00,511 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 16:00:00,512 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 16:00:00,512 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 16:00:00,513 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 16:00:00,513 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 16:00:00,514 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 16:00:00,514 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:00,515 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 16:00:00,515 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 16:00:00,516 [DEBUG] embed_tuning: chunk: [('h2', 'What successful transformations share\n'), ('h4', 'When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities.\n'), ('p', 'Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another.\n'), ('p', 'The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation).\n'), ('p', 'By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success.\n')] 2024-06-07 16:00:00,516 [DEBUG] embed_tuning: chunk_content: What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 16:00:00,517 [DEBUG] embed_tuning: chunk: [('h3', 'Building a clear structure collaboratively\n'), ('p', 'This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say.\n'), ('p', 'Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations.\n'), ('p', 'Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people.\n')] 2024-06-07 16:00:00,517 [DEBUG] embed_tuning: chunk_content: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. 2024-06-07 16:00:00,517 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. What successful transformations share When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. Over years of research and client work, we’ve identified a few tactics that help drive successful transformational change—any large-scale change, such as going from good to great performance, cutting costs, or turning around a crisis. These tactics include setting clear, aspirational targets; creating a clear structure; maintaining energy and involvement throughout the organization; and exercising strong leadership.16When organizational transformations succeed, managers typically pay attention to “people issues,” especially fostering collaboration among leaders and employees and building capabilities. In this latest survey of executives from around the world,17The online survey was in the field from January 19, 2010, to January 29, 2010. We received responses from 2,512 executives representing the full range of regions, industries, functional specialties, and seniority. we’ve dug into just how companies apply some of these tactics. We found that a few approaches in each area are most tightly correlated with successful transformations of both short-term performance and long-term corporate effectiveness, or “health.” In addition, the approaches most used by successful companies tend to complement and reinforce one another. The survey asked executives about types of transformations (what types their companies had undertaken and why), goals for the transformation (what the goals were, how they were defined, and how successfully they were met), and implementation (how companies structured and carried out the transformation). By looking at the approaches used by companies that executives describe as most successful in transforming themselves, we found evidence suggesting the importance of engaging employees collaboratively throughout the company and throughout the transformation journey. Another major theme was the importance of building capabilities—particularly leadership capabilities—to maintain long-term organizational health. In addition, a focus on strengths and achievements, not just problems, throughout the entire transformation process is strongly tied to success. 2024-06-07 16:00:00,518 [DEBUG] embed_tuning: chunk: [('h3', 'Engaging employees\n'), ('p', 'Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent.\n'), ('p', 'Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations.\n')] 2024-06-07 16:00:00,518 [DEBUG] embed_tuning: chunk_content: Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 16:00:00,519 [DEBUG] embed_tuning: chunk: [('h5', 'Keys to success\n'), ('h3', 'Leadership and capabilities\n'), ('p', 'Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation.\n'), ('p', 'Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet.\nOne of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement.\n')] 2024-06-07 16:00:00,519 [DEBUG] embed_tuning: chunk_content: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. 2024-06-07 16:00:00,520 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Building a clear structure collaboratively This survey reconfirms the importance of some basic best practices to successful transformations. Strong majorities of extremely successful companies define the targets, role, and structure of the transformation clearly, respondents say. Furthermore, this survey allows us to identify some approaches for creating a change plan that are closely tied to success: assessing a company’s present situation rigorously, identifying the current state of corporate capabilities as well as problems, and explicitly identifying the underlying mind-sets that must change for the transformation to succeed (Exhibit 1). In addition, nearly three-quarters of companies that were extremely successful in meeting their transformational goals broke down the process of the transformation into specific, clearly defined initiatives. Other structural approaches, such as a robust risk-management process or a project-management office, are less often correlated with successful transformations. Notably, employee engagement as early as the planning process emerges as a key success factor. Indeed, in successful transformations, executives say that identifying underlying mind-sets that would need to change was the approach used most often. Moreover, three-quarters of the respondents whose companies broke down their change process into clearly defined smaller initiatives and whose transformations were “extremely successful” say that staff members were entirely or very able to participate in shaping those change initiatives (Exhibit 2). Collaboration and cocreation also are important: nearly a quarter of the extremely successful transformations were planned by groups of 50 or more, compared with just 6 percent of unsuccessful transformations.18Of the transformations rated “not at all successful,” 70 percent were planned by ten or fewer people. Engaging employees Strong leadership and maintaining energy for change among employees are two principles of success that reinforce each other when executed well. For example, when leaders ensure that frontline staff members feel a sense of ownership, the results show a 70 percent success rate for transformations. When frontline employees take the initiative to drive change, transformations have a 71 percent success rate. When both principles are used, the success rate rises to 79 percent. Among all of the structural and executional approaches to change we asked about, five of the eight used in strong majorities of successful transformations relate to ensuring that employees are engaged, often by leadership initiatives (Exhibit 3). Furthermore, among the respondents whose companies used small-scale initiatives to roll out their change programs, 60 percent of the extremely successful ones focused some initiatives entirely or mostly on changing mind-sets, compared with only 12 percent of the unsuccessful transformations. 2024-06-07 16:00:00,520 [DEBUG] embed_tuning: chunk: [('h2', 'Accentuate the positive\n'), ('p', 'We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4).\n')] 2024-06-07 16:00:00,521 [DEBUG] embed_tuning: chunk_content: Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). 2024-06-07 16:00:00,521 [DEBUG] embed_tuning: chunk: [('h5', 'Assessing strengths, opportunities, and problems\n'), ('h2', 'Looking ahead\n'), ('li', '- Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.'), ('li', '- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.'), ('li', '- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.'), ('p', 'Download “What successful transformations share” (PDF–472 KB).\n')] 2024-06-07 16:00:00,521 [DEBUG] embed_tuning: chunk_content: Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 16:00:00,522 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office.\n'), ('p', 'They would also like to acknowledge the contributions of Caroline Limet.\n')] 2024-06-07 16:00:00,522 [DEBUG] embed_tuning: chunk_content: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 16:00:00,523 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Keys to success Leadership and capabilities Eighty-three percent of all respondents say their companies’ transformations focused wholly or in part on changing the organizations’ long-term health by building capabilities, changing mind-sets or culture, or developing a capacity for continuous improvement. Transforming leadership capacity seems to be particularly significant in transformations that succeeded in improving long-term health: 63 percent of executives who say their companies’ transformations had a significant impact on leadership capacity indicate that the transformation improved both short-term performance and long-term health. By contrast, a third of those who say their companies’ transformations had no significant effect on leadership capacity nonetheless succeeded in transforming short-term performance—a rate of success almost as high as the rate for any transformation. Further, 69 percent of respondents who have an opinion say their companies’ transformations led to a greater capacity for continuous improvement.19Fifty-four percent say they don’t know yet. One of the two main reasons, chosen by 61 percent, is that staff gained new skills through the transformation. The other reason, chosen by an equal share, is that the companies’ cultures became more supportive of innovation and improvement. Accentuate the positive We found in earlier work that when communications about an organization’s transformation celebrate success as well as discuss reasons for change, the organization tends to be more successful in driving the transformation than when communications focus solely on reasons for change. In this survey, we’ve found that focusing on the positives early in the process—during the assessment of a company’s current position—also correlates strongly with success (Exhibit 4). Assessing strengths, opportunities, and problems Looking ahead - Companies that undertake transformational change have to succeed at the basics, such as creating clear, stretching targets and defining a clear structure. In addition, this survey suggests that the more companies also focus on their employees’ mind-sets and behavior, the more successful they will be.- It can be hard to find time to pay attention to mind-sets and behavior, given all the other work of a transformation. Companies that focus on the few approaches this survey shows to be frequently tied to success can use their limited resources wisely.- Given the importance of collaboration across the whole organization, leaders at companies starting a transformation should put a priority on finding efficient and scalable ways to engage employees.Download “What successful transformations share” (PDF–472 KB). 2024-06-07 16:00:00,523 [DEBUG] embed_tuning: Remaining Chunk: About the author(s) Contributors to the development and analysis of this survey include Scott Keller, a principal in McKinsey’s Chicago office; Mary Meaney, a principal in the London office; and Caroline Pung, a consultant in that office. They would also like to acknowledge the contributions of Caroline Limet. 2024-06-07 16:00:00,524 [DEBUG] embed_tuning: Remaining Length: 312 2024-06-07 16:00:01,934 [DEBUG] embed_tuning: Included Elements: ['main'] 2024-06-07 16:00:01,935 [DEBUG] embed_tuning: Included Elements: 1 2024-06-07 16:00:01,935 [DEBUG] embed_tuning: Excluded Elements: ['header', 'footer'] 2024-06-07 16:00:01,936 [DEBUG] embed_tuning: Found 1 elements to parse 2024-06-07 16:00:01,944 [DEBUG] embed_tuning: Nr of potential chunks: 27 2024-06-07 16:00:01,945 [DEBUG] embed_tuning: chunk: [('h3', '\n'), ('p', 'After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey\xa0confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time.\n'), ('p', 'But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them.\n')] 2024-06-07 16:00:01,945 [DEBUG] embed_tuning: chunk_content: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 16:00:01,946 [DEBUG] embed_tuning: chunk: [('h2', 'The value at stake from transformations\n'), ('p', 'The survey results confirm that there are no short\xadcuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems).\n')] 2024-06-07 16:00:01,946 [DEBUG] embed_tuning: chunk_content: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). 2024-06-07 16:00:01,947 [DEBUG] embed_tuning: Adding chunk to actual_chunks: After 15 years of original McKinsey research on organizational transformations,1For our most recently published research on transformations, see “The people power of transformations,” February 10, 2017; “How to beat the transformation odds,” April 1, 2015; and “What successful transformations share,” March 1, 2010. the results from our latest McKinsey Global Survey confirm an enduring truth: the more transformation actions a company takes, the greater its chances for success.2The online survey was in the field from May 18 to June 29, 2021, and garnered responses from 1,034 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. All participants have been part of a transformation in the past five years, at either their current organization or a previous one. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. In his own research, John P. Kotter has reported on similar odds for success: “More than 70 percent of needed change either fails to be launched … [or] to be completed” (John P. Kotter, Leading Change, Boston, MA: Harvard Business Review Press, 1996); and “the same appalling 70 percent figure” for change failure (John P. Kotter, A Sense of Urgency, Boston, MA: Harvard Business Press, 2008). Yet success remains the exception, not the rule. While we’ve known for years that a comprehensive approach to organizational transformation is more conducive to lasting change, the average success rate has remained persistently low. Less than one-third of respondents—all of whom had been part of a transformation in the past five years—say their companies’ transformations have been successful at both improving organizational performance and sustaining those improvements over time. But even companies with successful transformations don’t always capture the full financial benefits of these efforts. So we took a closer look at the different stages of a transformation’s life cycle to understand where value is lost and what companies can do to preserve it. According to our analysis, three core actions of a transformation are especially predictive of value capture—and the companies with successful transformations are more likely than the rest to pursue the specific tactics that support them. 2024-06-07 16:00:01,947 [DEBUG] embed_tuning: chunk: [('h2', 'Accelerate the timeline for capturing value\n'), ('p', 'Whether or not their companies’ trans\xadformations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor\xadmation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline.\n'), ('p', 'At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”).\n'), ('p', 'What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen\xadtation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started.\n'), ('p', 'Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3).\n')] 2024-06-07 16:00:01,948 [DEBUG] embed_tuning: chunk_content: Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 16:00:01,948 [DEBUG] embed_tuning: chunk: [('h2', 'Three positive indicators of value capture\n'), ('p', 'While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma\xadtions capturing the most value, and they should be prioritized from the start:\n'), ('p', 'Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential.\n'), ('p', 'Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR).\n'), ('p', 'Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization.\n')] 2024-06-07 16:00:01,949 [DEBUG] embed_tuning: chunk_content: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. 2024-06-07 16:00:01,949 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The value at stake from transformations The survey results confirm that there are no short­cuts to success. The main differentiator between success and failure was not whether an organization followed a specific subset of actions but rather how many actions it took throughout an organizational transformation’s life cycle (Exhibit 1).3In the survey, we tested 24 actions across three stages of a transformation: goal setting (that is, actions related to target-setting and aligning the organization around the transformation’s objectives); design (that is, actions related to project management, roles, incentives, communication, and time to impact); and implementation (that is, actions related to resource allocation, incentives, communication, role modeling, and embedding changes into business-as-usual structures, processes, and systems). Accelerate the timeline for capturing value Whether or not their companies’ trans­formations have been successful, respondents to the survey report a similar timeline for capturing value. Approximately half is realized in the first 18 months, and the other half after that point (exhibit). Yet other research from McKinsey’s own database of transformations suggests that companies with top-quartile financial performance have rapidly accelerated that timeline.1This analysis identified 82 publicly listed companies that went through a full-scale transformation and had an observable 18-month transformation track record. Their total shareholder returns (TSR) were compared with a representative off-the-shelf sector and geographic stock index, which allowed for the measurement of excess TSR against the index for an 18-month period following the launch of a transformation. For more, see Kevin Laczkowski, Tao Tan, and Matthias Winter, “The numbers behind successful transformations,” October 17, 2019, McKinsey Quarterly. These companies typically capture 74 percent of their transformations’ value within the first 12 months—value that can then be reinvested into new transfor­mation initiatives, creating a virtuous cycle of improvement that’s much easier to realize with a faster timeline. At the same time, the results suggest that even successful organizational transformations deliver less than their full potential. Respondents reporting success estimate that, on average, their organizations have realized only 67 percent of the maximum financial benefits that their transformations could have achieved. By contrast, respondents at all other companies say they captured an average of only 37 percent of the potential benefit. Similarly, there’s room for many companies to improve their timing; even the companies with successful transformations could have benefited from speeding things up (for more on the transformation’s timeline, see sidebar “Accelerate the timeline for capturing value”). What’s more, while much of a transformation’s value loss (55 percent) occurs during and after implemen­tation, a sizeable portion happens as early as day one (Exhibit 2). On average, respondents say that nearly one-quarter of value loss occurs during the target-setting phase, suggesting that the full potential might be compromised before companies’ transformations even get started. Yet even after the implementation phase, a company’s hard work is not done. According to respondents, 20 percent of value loss occurs after implementation, once the initiatives have been fully executed. To mitigate this loss, the results suggest that embedding transformation disciplines into business-as-usual structures, processes, and systems can help—and that this is a more common practice among successful transformations. In particular, companies that have undergone successful transformations are more likely than others to have made substantial changes to their annual business-planning processes and review cycles, from executive-level weekly briefings and monthly or quarterly reviews to individual performance dialogues (Exhibit 3). 2024-06-07 16:00:01,950 [DEBUG] embed_tuning: chunk: [('h2', 'The power of influencers\n'), ('p', 'Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). \n'), ('p', 'Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4).\n'), ('p', 'Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor\xadtance of linking business and talent priorities\xa0by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value.\n'), ('p', 'Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture.\n'), ('p', 'Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires.\n'), ('p', 'Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB).\n')] 2024-06-07 16:00:01,950 [DEBUG] embed_tuning: chunk_content: The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 16:00:01,951 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office.\n'), ('p', 'The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:01,951 [DEBUG] embed_tuning: chunk_content: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 16:00:01,952 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Three positive indicators of value capture While no single action or group of actions defines transformation success, our analysis shows that three actions are positive indicators for transforma­tions capturing the most value, and they should be prioritized from the start: Completing a comprehensive, fact-based assessment of the business to identify opportunities for improvement. The more thoroughly that an organization uses facts to assess the maximum financial benefit it can achieve from a transformation in the first place, the more confidence leaders will have in setting and pursuing ambitious yet realistic targets that reflect the transformation’s full potential. Setting an overall financial target for the transformation is one of the most important steps to take, as it sets the tone for the whole program and what’s possible; if companies set high expectations, people tend to meet them. In an in-depth review of 15 transformations, we found that companies on average deliver 2.7 times more value than their senior executives thought possible when the transformations got under way. Other McKinsey research shows the power of high expectations: companies that set transformation targets at 75 percent or higher of their trailing earnings are more likely to earn outsize total shareholder returns (TSR). Adapting goals for employees at all levels. It’s not enough to set effective and ambitious aspirations for the transformation. People need to understand what these goals mean for their day-to-day jobs and what they will be expected to do differently; if they don’t know how they connect to the transformation, their behaviors and how work gets done won’t change. But the survey results suggest a possible perception gap: senior leaders are nearly 20 percent more likely than people in other roles to believe that their transformation’s goals have been adapted for relevant employees across the organization. The power of influencers Successful transformations are also more likely than others to involve influencers—that is, influential people whom other employees look to for input, advice, or ideas—directly in the transformation. And by “involvement,” we mean giving people real ownership of an initiative or milestone that contributes to the transformation. Beyond a more traditional, communication-focused role of sharing knowledge and cascading messages, influencers within successful transformations are more likely than their counterparts at other organizations to provide senior leaders with feedback, lead transformation initiatives themselves, and act as thought partners to line managers on changes being made in the areas they oversee (exhibit). Making an organizational transformation’s goals tangible for all employees takes more than just one-way communication. We see from the survey that the most successful organizations are more likely to involve employees and engage them in face-to-face communication: specifically, using line-manager briefings (cited by 65 percent of respondents whose transformations were successful), leadership town halls, and a cascade of information throughout the business (for more on employee communication and engagement, see sidebar “The power of influencers”) (Exhibit 4). Allocating high performers to the highest-value initiatives. According to our survey, the organizational transformations that come close to realizing their full financial benefit are more likely than others to match their best talent to their most important initiatives. This further emphasizes the impor­tance of linking business and talent priorities by having a clear view of where value is generated in the company, and who in the organization has the experience and skills to deliver that value. Other McKinsey research shows that the burden placed on these high performers can be too high. Rather than overloading high performers with too many initiatives, companies should keep these individuals focused on the biggest, and often highest-profile, initiatives that make up 5 percent or more of the total value (which, on average for successful transformations, comprise only 5 percent of the total portfolio of initiatives). For smaller initiatives, it’s best to involve a wider coalition of managers and employees, which builds broader buy-in and reduces the potential for delayed value capture. Our survey results indicate that companies’ transformation efforts remain stuck. The 30 percent success rate hasn’t budged after many years of research, and we now know that even successful transformations still leave value on the table. In a period of such prolonged and dramatic change in business, the economy, and the world at large, the newest results suggest that it’s time for companies to treat transformations as more than just a side project or discrete event and use them as opportunities to fundamentally change how their business runs. When a company frees up its bandwidth from other initiatives and focuses its resources and energy solely on a transformation, then it’s possible to take the truly holistic approach that success requires. Download “Losing from day one: Why even successful transformations fall short” (PDF–428KB). 2024-06-07 16:00:01,952 [DEBUG] embed_tuning: chunk: [('h6', 'TABLE OF CONTENTS\n'), ('li', '- The people power of transformations'), ('li', '- How to beat the transformation odds'), ('li', '- What successful transformations share')] 2024-06-07 16:00:01,952 [DEBUG] embed_tuning: chunk_content: TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations share 2024-06-07 16:00:01,953 [DEBUG] embed_tuning: chunk: [('h2', 'The people power of transformations\n'), ('h4', 'A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies.\n'), ('p', 'Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.\n'), ('p', 'Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part.\n'), ('p', 'Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged.\n')] 2024-06-07 16:00:01,953 [DEBUG] embed_tuning: chunk_content: The people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 16:00:01,954 [DEBUG] embed_tuning: chunk: [('h2', 'Look beyond the C-suite\n'), ('p', 'Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often.\n'), ('p', 'What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2).\n'), ('p', 'Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort.\n'), ('p', 'It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success.\n')] 2024-06-07 16:00:01,954 [DEBUG] embed_tuning: chunk_content: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 16:00:01,955 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The survey content and analysis were developed by Michael Bucy, a senior partner in McKinsey’s Charlotte office; Bill Schaninger, a senior partner in the Philadelphia office; Kate VanAkin, a senior expert in the London office; and Brooke Weddle, a partner in the Washington, DC, office. The authors wish to thank Anne Blackman, Kevin Blasko, Jacquie Hudson, Randy Lim, Lauren Patrick, and Amanda Sims for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. TABLE OF CONTENTS - The people power of transformations- How to beat the transformation odds- What successful transformations shareThe people power of transformations A new survey suggests that for their transformations to succeed, organizations need employee buy-in at all levels, consistent communication, and better people strategies. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic4The online survey was in the field from June 14 to June 24, 2016, and garnered responses from 1,657 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,487 have been part of at least one transformation in the past five years, at either their current or previous organizations. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP., companies are no more successful at overhauling their performance and organizational health than they were ten years ago5We define a successful transformation—a large-scale effort to achieve substantial, sustainable changes in performance that are enabled by long-term shifts in employee mind-sets, behaviors, and capabilities—as one that successfully improved an organization’s performance and equipped it for sustained, long-term performance. See “How to beat the transformation odds,” April 2015.. A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort. Transformations have their truisms. Successful ones, for example, require visibly engaged C-suite leaders who communicate clearly about the changes at hand. A vast majority of all respondents report these characteristics at their companies, whether or not their transformations have worked. But the results suggest that while C-level support is necessary, it is not by itself sufficient. A transformation’s success also requires that people across the organization have a specific role to play and that everyone knows how to carry out his or her part. Our survey asked about seven specific roles and the actions that employees in these roles take during a transformation.6The seven roles are chief executive, senior leaders, chief human-resources officer or head of human resources, leader of the program-management office or transformation office, leaders of transformation initiatives, line managers, and dedicated change agents. For each one, and most notably for roles at lower levels of the organization, respondents at companies with the most successful transformations report overall greater degrees of involvement. Respondents at these companies also are likelier to report other practices that set their transformations apart: consistent communication around the changes being made, especially to those on the front line; clear definitions of roles and responsibilities; and a strategic approach to talent management. In contrast, responses suggest that without employees at all levels having a stake in the outcome, the transformation might well be doomed. Among respondents whose companies’ transformations failed to engage line managers and frontline employees, only 3 percent report success, compared with success rates of 26 and 28 percent, respectively, when each of these groups is engaged. 2024-06-07 16:00:01,955 [DEBUG] embed_tuning: chunk: [('h2', 'The difference that good communication makes\n'), ('p', 'While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made.\n'), ('p', 'This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same.\n'), ('p', 'Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation.\n')] 2024-06-07 16:00:01,956 [DEBUG] embed_tuning: chunk_content: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 16:00:01,956 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Look beyond the C-suite Among respondents, there is clear consensus that company leaders are deeply involved in and committed to transformational change (Exhibit 1). Even on the front line, 84 percent of respondents say their CEOs are very or somewhat engaged. So do a majority of respondents at companies where the transformation failed,7That is, the transformation did not succeed at either improving the organization’s performance or equipping it to sustain improvements over time. suggesting that CEO buy-in is a critical and therefore expected part of a transformation. Indeed, when asked which role has had the greatest impact on transformation results, respondents across the organization cite CEOs most often. What really sets the more successful transformations apart, according to the results, is the involvement of frontline employees and their managers. Many companies seem to miss this: respondents rate these groups (along with their human-resources leaders) as the least engaged in transformations. At successful companies, though, respondents are much likelier to report visibly engaged frontline employees: 73 percent do, compared with 46 percent of all other respondents (Exhibit 2). Not surprisingly, involving the front line is even more challenging at larger companies, where the rate of transformation success is also lower.8At larger companies (those with annual revenues of $1 billion or more), 15 percent of respondents report a successful transformation. At companies with annual revenues of less than $1 billion, 23 percent of respondents report success. Just 45 percent of respondents at larger firms, compared with 58 percent at smaller firms, say frontline employees are visibly engaged in transformations. The same is true of line managers: respondents at bigger companies are less likely than their smaller-company peers to say their line managers—who oversee frontline work and whose activities are directly affected by transformation initiatives—are engaged in the effort. It’s not surprising, then, that these groups are the least likely to view their companies’ transformations as successful (Exhibit 3). Yet their involvement and perspective could not be more critical: among transformations that fail to engage either line managers or frontline employees, only 3 percent of respondents report success. 2024-06-07 16:00:01,957 [DEBUG] embed_tuning: chunk: [('h2', 'The people—and people strategies—that make transformations work\n'), ('h2', 'A transformation’s critical roles\n'), ('p', '\nWe asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization:\n'), ('li', '- \nCEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.'), ('li', '- \nSenior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.'), ('li', '- \nHuman-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.'), ('li', '- \nLeaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.'), ('li', '- \nInitiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.'), ('li', '- \nLine managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.'), ('li', '- \nChange agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.'), ('p', 'Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees.\n'), ('p', 'With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles.\n'), ('p', 'Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment.\n'), ('p', 'In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7).\n')] 2024-06-07 16:00:01,957 [DEBUG] embed_tuning: chunk_content: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 16:00:01,958 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The difference that good communication makes While frontline engagement is so important to a transformation’s outcome, few respondents report that their organizations built broad ownership of the change effort. Only 39 percent of all respondents—and 11 percent at companies with failed transformations—say so. One way to build ownership is with effective communication, which emerged in earlier work as a key factor of transformation success. In our previous survey, the largest share of respondents said that if their organizations pursued a transformation again, they would spend more time communicating a change story about the effort.9In the previous survey, fielded in November 2014, an identical share of respondents (44 percent) also said they would move faster to counteract resistance from people who opposed the changes being made. This year’s responses suggest that communication remains top of mind for respondents at all levels. When asked how their companies are engaging frontline employees, respondents most often identify techniques that involve communication—for example, communicating about the need for the transformation and the transformation’s objectives. When asked which factors have been most effective, they also select communication-related actions often. But frontline employees sometimes differ from other respondents about which actions have actually worked (Exhibit 4). Just 16 percent of all respondents say regular access to information on the effort’s progress is an effective way to engage the front line. But nearly twice the share of frontline respondents say the same. Still, the most successful companies are much better than others at creating clear lines of communication (Exhibit 5). Two-thirds of respondents at these organizations say they provide regular access to information on the transformation’s progress, compared with about half of all respondents and 28 percent of those with failed transformations. Respondents at successful companies are also likelier than others to report that CEOs and senior leaders are visibly engaged and committed to the transformation. 2024-06-07 16:00:01,958 [DEBUG] embed_tuning: chunk: [('h2', 'Looking ahead\n'), ('p', 'In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations:\n'), ('li', '- Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.'), ('li', '- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.'), ('li', '- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.'), ('p', 'Download “The people power of transformations”\xa0(PDF–2.6MB).\n')] 2024-06-07 16:00:01,959 [DEBUG] embed_tuning: chunk_content: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 16:00:01,959 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The people—and people strategies—that make transformations work A transformation’s critical roles We asked survey respondents about seven specific roles at their organizations and the extent to which the people in these roles fulfilled specific practices that, in our experience, best support a transformation. The results suggest that each of these roles has unique value to add and that, when everyone contributes, the odds of transformation success are much greater. Based on responses, here’s what the right roles look like across the organization: - CEO. In a transformation, the most important role for the CEO to play is that of a visionary who shows the organization the way by communicating a compelling change story and being a visible advocate for the changes taking place.- Senior leaders. Senior leaders most benefit a transformation when they act as mobilizers of both the message and the people in their organizations. For senior leaders to be successful, they must share aligned messages and provide transparent communication across the organization—on both the changes that will take place and the desired outcomes—and replace people on their teams who aren’t committed to the changes.- Human-resources leaders. Few survey respondents recognize heads of human resources as a critical player—apart from other senior leaders—in their transformations’ outcomes. But in companies with the most successful transformations, HR leaders are best at connecting the high-level transformation objectives with employees’ day-to-day work and communicating about this link to employees.- Leaders of program-management offices (PMOs) or transformation offices. PMO leaders are most effective in a transformation when they act as problem solvers. They identify barriers to change in the organization and bring them to the attention of the organization’s leadership, while also serving as thought partners to senior managers. They are also critical in disseminating transformation-related knowledge and best practices across the organization.- Initiative leaders. The leaders of individual transformation initiatives need to be action owners. In the most successful transformations, these employees have clear ownership of their initiatives, work well with their peers leading other initiatives, and understand the significance of their specific work within the broader transformation effort.- Line managers. Because line managers work so closely with the front line—whose involvement and buy-in is so important to a transformation’s outcome—their most important role is that of motivator. They must make the transformation efforts tangible and digestible to the frontline employees whose work they manage. They also are critical in motivating their teams to adopt the changes at hand.- Change agents. Change agents—that is, employees who dedicate significant time to working as facilitators or agents of the transformation—are most valuable to a transformation as role models for others throughout the organization. They contribute the most to success when they demonstrate the shifts in mind-sets and behaviors that the transformation requires and when they support employees in developing new capabilities and mind-sets essential for success.Transformation success isn’t contingent upon the front line alone, of course. The results suggest that when everyone in the organization plays their own unique roles, the odds of success are much greater (see sidebar, “A transformation’s critical roles”). But what does the right role look like? According to respondents, company leaders contribute most to a transformation when they articulate a vision and communicate actively. A transformation is 5.8 times more likely to be successful at organizations where CEOs communicate a compelling, high-level change story, and 6.3 times likelier when senior leaders share aligned messages about the change effort with the rest of the organization (Exhibit 6). The leaders of program-management offices have the greatest impact on success when they identify barriers to change and circulate knowledge, while the leaders of transformation initiatives are likeliest to make a difference when they take full ownership of their individual initiatives. And for line leaders, it’s most important that they make the transformation tangible and digestible for their employees. With respect to human-resources leaders, respondents report that their role is relatively small. Only 56 percent of respondents say this group was visibly engaged, compared with 85 percent who say so of other senior leaders. When HR leaders are involved, the odds for success are greatest when they communicate the connection between human-resources objectives and the transformation’s—though their actions are perceived to have less of a bearing on success than the actions of other roles. Change agents, in contrast, appear to have a notable impact on success. Less than half of respondents say their organizations select these employees, who dedicate a significant part of their time to work as facilitators or agents of the transformation. But those who do report overall success more often than other respondents—and are twice as likely to report success at transforming their organizational cultures. Change agents have the greatest impact on success when they model new mind-sets and behaviors for others (including the front line) to follow and when they support employees to develop the capabilities and mind-set changes they need to succeed in the new environment. In addition to defining specific roles—and identifying how employees can contribute most to a transformation—companies also need to move people around and even out of the organization, though in moderation. Just one-quarter of respondents strongly agree that their senior leaders replace people on their teams who aren’t personally committed to the changes being made. But when they do, the organization’s transformation is much likelier to succeed. In organizations where senior leaders replace uncommitted people, 29 percent of transformations succeed, compared with 6 percent where leaders keep those people in place. Compared with transformations that fail to improve performance or culture, these successful transformations are also likelier to bring in new talent and move people internally, rather than moving them out (Exhibit 7). 2024-06-07 16:00:01,960 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office.\n'), ('p', 'They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:01,960 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. 2024-06-07 16:00:01,961 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Looking ahead In response to some of the challenges that the survey results revealed, here are a few steps that companies can take to support the success of their transformations: - Show—don’t tell—progress to the front line. When large companies embark on a transformation, there is a risk that frontline employees will see only the individual pain and not the aggregate gain. Communicating clearly and creatively in a way that stimulates dialogue around the transformation’s ambition and progress further increases the chances of success. Techniques such as regular surveys taking the organization’s cultural pulse, and progress parties celebrating a transformation’s milestones, can help create a foundation for real dialogue between senior leaders and the front line on the transformation and the potential changes to be made.- Involve HR as a strategic partner. Transformations have a significant impact on employees and therefore require active involvement from human resources. Yet respondents tend to perceive their HR leaders as less critical than other senior roles to the transformation’s outcome. For this view to change, the HR leader must set up his or her function to position itself strategically at the center of the transformation, rather than playing a transactional role. This will allow HR to make full use of its expertise and contribute to the transformation in important ways, such as moving people around the organization—in moderation. One way for HR to add value in a transformation is by taking a clean-sheet approach to the organization’s new, posttransformation design, then using strategic workforce-planning tactics (such as recruitment, talent development, and dismissal) to achieve that vision.- Engage employees through new channels. The survey results suggest that reaching the front line is a greater-than-average challenge at larger companies. But companies of all sizes can benefit from creative, more digital approaches to engaging employees in a transformation. The use of social media, change-management apps or games, and live-feedback tools should support and complement the movement of information from the top to the rest of the organization, rather than replace traditional methods. Such approaches can do so by making communication more tailored and personal to individual employees (for example, sending personalized push notifications if a milestone has been reached) and by providing more regular updates on the state of the transformation. Employees can also use these tools to explore and engage with the changes being made, on their own terms and with the ability to provide feedback. More advanced communication tools will be especially helpful in large companies that struggle to engage the front line and in companies with many different sites or locations.Download “The people power of transformations” (PDF–2.6MB). 2024-06-07 16:00:01,961 [DEBUG] embed_tuning: chunk: [('h2', 'How to beat the transformation odds\n'), ('h4', 'Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success.\n'), ('p', 'After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance.\n'), ('p', 'But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation.\n')] 2024-06-07 16:00:01,962 [DEBUG] embed_tuning: chunk_content: How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 16:00:01,962 [DEBUG] embed_tuning: chunk: [('h3', 'The power of action—and communication\n'), ('h2', 'The 24 actions of transformation\n'), ('p', 'In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.\n'), ('li', '- Senior managers communicated openly across the organization about the transformation’s progress and success'), ('li', '- Everyone can see how his or her work relates to organization’s vision'), ('li', '- Leaders role-modeled the behavior changes they were asking employees to make'), ('li', '- All personnel adapt their day-to-day capacity to changes in customer demand'), ('li', '- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work'), ('li', '- Everyone is actively engaged in identifying errors before they reach customers'), ('li', '- Best practices are systematically identified, shared, and improved upon'), ('li', '- The organization develops its people so that they can surpass expectations for performance'), ('li', '- Managers know that their primary role is to lead and develop their teams'), ('li', '- Performance evaluations held initiative leaders accountable for their transformation contributions'), ('li', '- Leaders used a consistent change story to align organization around the transformation’s goals'), ('li', '- Roles and responsibilities in the transformation were clearly defined'), ('li', '- All personnel are fully engaged in meeting their individual goals and targets'), ('li', '- Sufficient personnel were allocated to support initiative implementation'), ('li', '- Expectations for new behaviors were incorporated directly into annual performance reviews'), ('li', '- At every level of the organization, key roles for the transformation were held by employees who actively supported it'), ('li', '- Transformation goals were adapted for relevant employees at all levels of the organization'), ('li', '- Initiatives were led by line managers as part of their day-to-day responsibilities'), ('li', '- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)'), ('li', '- A capability-building program was designed to enable employees to meet transformation goals'), ('li', '- Teams start each day with a formal discussion about the previous day’s results and current day’s work'), ('li', '- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability'), ('li', '- Leaders of initiatives received change-leadership training during the transformation'), ('li', '- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation'), ('p', 'To test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations.\n'), ('p', 'While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually.\n'), ('p', 'It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story.\n')] 2024-06-07 16:00:01,963 [DEBUG] embed_tuning: chunk_content: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 16:00:01,963 [DEBUG] embed_tuning: Adding chunk to actual_chunks: About the author(s) The contributors to the development and analysis of this survey include Dana Maor, a senior partner in McKinsey’s Tel Aviv office; Angelika Reich, a partner in the Zurich office; and Lara Yocarini, an associate partner in the Paris office. They wish to thank Claire Barnett, Surbhi Sikka, and Lukas Wallrich for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office. How to beat the transformation odds Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. After years of McKinsey research on organizational transformations,10See Javier Muñiz González-Blanch, Caroline Pung, and Marc Vinson, “Organizing for successful change management: A McKinsey Global Survey,” July 2006; and Scott Keller, Mary Meaney, and Caroline Pung, “What successful transformations share: McKinsey Global Survey results,” March 2010. We define transformations as large-scale efforts to achieve substantial, sustainable changes in performance, enabled by long-term shifts in the mind-sets, behaviors, and capabilities of employees. the results from our latest McKinsey Global Survey on the topic confirm a long-standing trend: few executives say their companies’ transformations succeed.11The online survey was in the field from November 11 to November 21, 2014, and garnered responses from 1,946 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of them, 1,713 executives have been part of at least one transformation in the past five years, at either their current or previous organization. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time. In our 2012 survey, 20 percent of executives said the same.12The 2012 online survey garnered responses from 2,301 executives representing the full range of industries, regions, titles, functions, and company sizes. Of them, 479 said their organizations’ transformations successfully improved performance and equipped their organizations for sustained, long-term performance. But some companies have beaten the odds. We asked respondents whether their organizations follow 24 specific actions that support five stages of a transformation.13We define the five stages, or the five “frames,” of transformational change as setting goals (for both performance and organizational health), assessing organizational capabilities, designing the transformation initiatives, executing those initiatives, and sustaining the changes that were made. At companies that took action on all five frames, respondents report an overall transformation success rate of 72 percent. For more information, see Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, first edition, Hoboken, NJ: John Wiley & Sons, 2011. At organizations that took a rigorous, action-oriented approach and completed their transformations (that is, all of their initiatives have been fully implemented), executives report a 79 percent success rate—three times the average for all transformations. According to the results, no single action explains the difference; in fact, the more actions an organization takes, the more likely its transformation is to succeed. Still, the results suggest that some transformation practices correlate much more closely than others with success. These practices include communicating effectively, leading actively, empowering employees, and creating an environment of continuous improvement so organizations can keep their performance from stagnating (or even regressing) once a transformation’s goals are met14For more information on continuous improvement, see The lean management enterprise, January 2014.. By implementing continuous-improvement activities that enable the organization to look regularly for new and better ways to work, respondents’ organizations double their chance of successfully sustaining improvements after the transformation. 2024-06-07 16:00:01,964 [DEBUG] embed_tuning: chunk: [('h3', 'Lead, don’t manage\n'), ('p', 'According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives.\n'), ('p', 'But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success.\n'), ('p', 'A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent).\n')] 2024-06-07 16:00:01,964 [DEBUG] embed_tuning: chunk_content: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). 2024-06-07 16:00:01,965 [DEBUG] embed_tuning: Adding chunk to actual_chunks: The power of action—and communication The 24 actions of transformation In this survey, we asked executives about 24 practical actions that, in our experience, support the successful implementation of a transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. - Senior managers communicated openly across the organization about the transformation’s progress and success- Everyone can see how his or her work relates to organization’s vision- Leaders role-modeled the behavior changes they were asking employees to make- All personnel adapt their day-to-day capacity to changes in customer demand- Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work- Everyone is actively engaged in identifying errors before they reach customers- Best practices are systematically identified, shared, and improved upon- The organization develops its people so that they can surpass expectations for performance- Managers know that their primary role is to lead and develop their teams- Performance evaluations held initiative leaders accountable for their transformation contributions- Leaders used a consistent change story to align organization around the transformation’s goals- Roles and responsibilities in the transformation were clearly defined- All personnel are fully engaged in meeting their individual goals and targets- Sufficient personnel were allocated to support initiative implementation- Expectations for new behaviors were incorporated directly into annual performance reviews- At every level of the organization, key roles for the transformation were held by employees who actively supported it- Transformation goals were adapted for relevant employees at all levels of the organization- Initiatives were led by line managers as part of their day-to-day responsibilities- The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)- A capability-building program was designed to enable employees to meet transformation goals- Teams start each day with a formal discussion about the previous day’s results and current day’s work- A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability- Leaders of initiatives received change-leadership training during the transformation- A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformationTo test which transformation practices correlate most with success, we asked executives about 24 specific actions that support a transformation’s five stages (see sidebar, “The 24 actions of transformation”). Indeed, the results indicate that when organizations follow a rigorous approach and pursue all of these actions during a transformation, the overall success rate more than doubles from the average (26 percent), to 58 percent (Exhibit 1). Among only completed transformations, respondents report a success rate of 79 percent—about triple the average success rate for all transformations. While the results show that success links closely to a greater overall number of actions, they also indicate that not all 24 actions are created equal. Communication, specifically, contributes the most to a transformation’s success (Exhibit 2). At companies where senior managers communicate openly and across the organization about the transformation’s progress, respondents are 8.0 times as likely to report a successful transformation as those who say this communication doesn’t happen. Good communication has an even greater effect at enterprise-wide transformations, where company-wide change efforts are 12.4 times more likely to be successful when senior managers communicate continually. It also helps when leaders develop a clear change story that they share across the organization. This type of communication is not common practice, though. When asked what they would do differently if the transformation happened again, nearly half of respondents (and the largest share) wish their organizations had spent more time communicating a change story. 2024-06-07 16:00:01,965 [DEBUG] embed_tuning: chunk: [('h3', 'Choose the right people and empower them\n'), ('p', 'An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets.\n'), ('p', 'According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation.\n')] 2024-06-07 16:00:01,966 [DEBUG] embed_tuning: chunk_content: Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 16:00:01,966 [DEBUG] embed_tuning: chunk: [('h3', 'Prepare for continuous improvement\n'), ('p', 'Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation.\n'), ('p', 'For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices.\n'), ('p', 'Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success.\n')] 2024-06-07 16:00:01,967 [DEBUG] embed_tuning: chunk_content: Prepare for continuous improvement Once initiatives are fully implemented, the change effort does not end; almost 40 percent of respondents say they wish they had spent more time thinking about how their organizations would continue to improve. Several specific practices that help companies connect strategy to daily work, deliver value more efficiently to customers, enable people to contribute to their best ability, and discover new ways of working all link to an organization’s long-term health—and can keep companies from backsliding on performance gains and support continuous improvements after transformation. For example, in organizations where people understand how their individual work supports the company’s broader vision, executives are 5.5 times likelier than others to say the transformation has been successful (Exhibit 6). To achieve long-term success, that link must also be reinforced with a company-wide commitment to identifying opportunities for improvement—a practice that more than quadruples the likelihood of success. Likewise, executives report a much higher rate of success when their companies have a systematic process for developing people’s capabilities and for identifying, sharing, and improving upon best practices. Of the eight continuous-improvement actions we asked about, one was an outlier: only one-third of executives say teams of employees begin their days discussing the previous day’s results and the current day’s work, compared with strong majorities of executives who agree that their organizations take each of the other actions. But respondents whose organizations had implemented daily discussions were twice as likely as others to report success. 2024-06-07 16:00:01,967 [DEBUG] embed_tuning: Adding chunk to actual_chunks: Lead, don’t manage According to respondents, leadership matters as much during a transformation as it does in the company’s day-to-day work. It can’t be delegated to a project-management office or central team—the presence (or not) of which has no clear bearing on a transformation’s success—while executives carry on with business as usual. Indeed, when senior leaders role model the behavior changes they’re asking employees to make (by spending time on the factory floor or in the call center, where work is done), transformations are 5.3 times more likely to be successful (Exhibit 3). Success is twice as likely when senior leaders and the leaders of initiatives spend more than half of their time on the transformation. In practice, though, only 43 percent of these leaders say they invested that much working time in the transformation’s initiatives. But even if they’re involved, senior leaders face some potential pitfalls. First is the perception gap between them and everyone else in the organization (Exhibit 4). Eighty-six percent of leaders say they role modeled the desired behavior changes when transformation initiatives were being implemented, yet only half of all employees who were part of the transformation (but didn’t play an active role) say the same. Overall, senior leaders are also 2.5 times as likely as other employees to rate their companies’ transformations a success. A second pitfall, in addition to outsize optimism, is overplanning. Few initiative leaders—only 22 percent—say they would spend more time planning the transformation if they could do it over again. Instead, these respondents most often say they would spend more time communicating a change story (49 percent) and aligning their top team (47 percent). Choose the right people and empower them An involved team of senior leaders is only half the battle. Executives report that for transformations to truly succeed, companies must think about the role that employees play as well as their people needs across the organization. If the transformation happened again, the largest share of executives say they would move faster to keep people resistant to changes out of leadership or influencer roles.15When asked what they would do if the transformation happened again, 44 percent say they would move faster to neutralize people resistant to change. An equal share say they would spend more time developing and communicating a change story, followed by 43 percent who say they would set clearer targets. According to respondents, it’s important to define clear roles so employees at all levels are prepared to meet the post-transformation goals—a factor that makes companies 3.8 times more likely to succeed (Exhibit 5). Also key to an effective people strategy is allocating enough employees and the right ones—that is, the high performers and active supporters—to work on the transformation. One effective way to hold these people accountable, according to the results, is using transformation-related metrics. Executives who say their initiatives’ leaders were held accountable for their transformation work in annual evaluations are 3.9 times more likely than others to report a successful transformation. 2024-06-07 16:00:01,968 [DEBUG] embed_tuning: chunk: [('h3', 'Looking ahead\n'), ('p', 'Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success.\n'), ('p', 'Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see.\n'), ('p', 'Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health.\n'), ('p', 'Download “How to beat the transformation odds”\xa0(PDF–1.6 KB).\n')] 2024-06-07 16:00:01,968 [DEBUG] embed_tuning: chunk_content: Looking ahead Focus on people, not the project. Transformations are about the people in the organization as much as they’re about the initiatives. The long-term sustainability of a transformation requires companies to engage enthusiastic high-potential employees, equip them with skills, and hold them accountable for—as well as celebrate—their contributions to the effort. Companies should, in our experience, take the same steps toward developing people throughout the organization. To build broad ownership, leaders should encourage all employees to experiment with new ideas: starting small, taking risks, and adapting quickly in their work. Doing so can create far-reaching and positive support for change, which is essential to a transformation’s success. Communicate continually. When embarking on a transformation, executives should not underestimate the power of communication and role modeling. The results suggest that continually telling an engaging, tailored story about the changes that are under way—and being transparent about the transformation’s implications—has substantially more impact on an effort’s outcome than more programmatic elements, such as performance management or capability building. But the communication doesn’t end once the change story has been told. Leaders must continually highlight progress and success to make sure the transformation is top of mind across the organization—and to reduce the gap between what employees believe is happening and what they see. Take more action. Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together. Overall, the survey indicates that the more actions an organization took to support each of the five stages of transformation, the more successful it was at improving performance and sustaining long-term health. Download “How to beat the transformation odds” (PDF–1.6 KB). 2024-06-07 16:00:01,969 [DEBUG] embed_tuning: chunk: [('h2', 'About the author(s)\n'), ('p', 'The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office.\n'), ('p', 'They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work.\n'), ('p', 'This update was edited by Daniella Seiler, a senior editor in the New York office.\n')] 2024-06-07 16:00:01,969 [DEBUG] embed_tuning: chunk_content: About the author(s) The contributors to the development and analysis of this survey include David Jacquemont, a principal in McKinsey’s Paris office; Dana Maor, a principal in the Tel Aviv office; and Angelika Reich, an associate principal in the Zurich office. They would like to acknowledge Erin Ghelber, Christian Johnson, and Kate VanAkin for their contributions to this work. This update was edited by Daniella Seiler, a senior editor in the New York office.