Bullish on digital: McKinsey Global Survey results

 By Liz Of Zested: Campari-Citrus Sorbet

Bullish on digital: McKinsey Global Survey results

CEOs and other senior executives are increasingly engaged as their companies step up efforts to build digital enterprises.

August 2013 | byBrad Brown, Johnson Sikes, and Paul Willmott

As businesses continue to embrace digital tools and technologies—especially when engaging with customers—C-level executives in a recent McKinsey survey1 say they are stepping up their own involvement in shaping and driving digital strategies. This is vital to the success of digital programs, as survey respondents most often cite a lack of senior-management interest as the reason for an initiative’s failure. Respondents also suggest that organizational alignment is critical to seeing real business impact from digital.

Read all at http://www.mckinsey.com/Insights/Business_Technology/Bullish_on_digital_McKinsey_Global_Survey_results?cid=other-eml-alt-mip-mck-oth-1308

 

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McKinsey Quarterly’s 10 articles 2012

In this, our final Top Ten Newsletter of 2012, we’ve rounded up the most popular articles among readers this year. Read them today and join the conversation.
Demystifying social media 1. MARKETING & SALES
Demystifying social media
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
[includes interactive]
How leaders kill meaning at work art 2. GOVERNANCE
How leaders kill meaning at work
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
The executive's guide to better listening art 3. GOVERNANCE
The executive’s guide to better listening
Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.
4. STRATEGY
Becoming more strategic: Three tips for any executive
You don’t need a formal strategy role to help shape your organization’s strategic direction. Start by moving beyond frameworks and communicating in a more engaging way.5. STRATEGY
A CEO’s guide to innovation in China
Dynamic domestic players and focused multinationals are helping China churn out a growing number of innovative products and services. Intensifying competition lies ahead; here’s a road map for navigating it.

6. STRATEGY
How strategists lead
A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies.

7. ORGANIZATION
Motivating people: Getting beyond money
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.8. STRATEGY
The social side of strategy
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?

9. STRATEGY
Managing the strategy journey
Regular strategic dialogue involving a broad group of senior executives can help companies adapt to the unexpected. Here’s one company’s story, and some principles for everyone.

10. OPERATIONS
The human factor in service design
Focus on the human side of customer service to make it psychologically savvy, economically sound, and easier to scale.

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Measuring marketing’s worth

See on Scoop.itDesigning design thinking driven operations

You can’t spend wisely unless you understand marketing’s full impact. Here are five questions executives should ask to help maximize the bang for their bucks.

See on www.mckinseyquarterly.com