Managing the fallout from technology transformations

 

Here is an excerpt from an article that shares the results of an especially important survey, featured in the McKinsey Quarterly, published by McKinsey & Company. To read the complete article, check out others, learn more about the firm, and sign up for email alerts, please click here.

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Companies may be postponing further evolution of their technology organizations, a survey finds. Yet they should take heart: investing in these changes will likely pay off—and may be nothing short of essential to their competitiveness in the future.

Companies are improving business performance as a result of technology-transformation efforts and largely see advanced technologies and strong IT performance as both competitive differentiators and drivers of growth. However, they may be pausing to digest what they have accomplished before undertaking further large-scale evolution of their technology organizations.
According to the results of the latest McKinsey Global Survey on the topic, nearly all respondents’ organizations—99 percent—have pursued a large-scale technology transformation in the past two years. While doing so, many have experienced cultural and talent gaps and weak partnerships between IT and the rest of the business. Overcoming these issues will require companies to reskill people, reboot culture, forge closer IT–business relationships, and rigorously measure IT’s value. To help their companies succeed, executives might learn from companies with technology organizations that perform in the top quartile on core technology tasks,  where respondents say they have done well at meeting these challenges.

A strong technology organization is widely seen as a competitive edge and a growth engine

For many years, our research on business technology has shown that technology organizations often fall short of executives’ expectations. They have underperformed on core activities. Many managers outside IT have seen their technology counterparts as replaceable or as merely a cost center, and IT leaders have struggled to secure a seat in strategy discussions. But now, respondents’ three-year outlook on the value of their technology organiza­tions is more positive. A majority (54 percent) of respondents in IT and other functions say their technology organizations’ performance will significantly or completely differentiate their overall business from that of competitors (Exhibit 1). A similar share say the same of their companies’ use of IT. At companies with the best-performing technology organizations on core IT tasks, respondents are even more likely to describe their technology organizations and their use of technology as competitive advantages. (Explore the results from respondents at these companies in “An interactive look at technology transformations and IT activities.”)

What’s more, 65 percent of respondents expect that their companies’ use of technology is most likely to support revenue growth, rather than cost reduction, over the next three years. One-quarter of respondents say that increased revenue from new customers will be the primary outcome of their technology use in the next few years, and roughly one-fifth of other respondents expect technology to increase engagement with current customers (21 percent) or to increase revenue from new products or business models (19 percent). Another 21 percent of respondents say reduced costs through auto­mation and digitization will be the most likely outcome of their companies’ technology use, though respondents at companies with top-quartile tech­nology organizations are half as likely as others to make this prediction.

Here is a direct link to the complete article.

The survey content and analysis were developed by Anusha Dhasarathy, a partner in McKinsey’s Chicago office, where Ross Frazier is an associate partner, Naufal Khan is a senior partner, and Amit Rahul is an associate partner.They wish to thank Kristen Steagall for her contributions to this work.

 

 

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