Rewired

About the Authors

Eric Lamarre, Kate Smaje, and Rodney Zemmel are partners at McKinsey & Company, a global management consulting firm. They bring extensive experience in advising companies on digital and AI transformation. Lamarre has been with McKinsey for over two decades, specializing in helping organizations leverage technology for competitive advantage. Smaje co-leads McKinsey Digital globally, focusing on large-scale digital transformations. Zemmel, a senior partner, has deep expertise in advising clients on strategic and operational transformations. Together, they combine their vast knowledge and practical experience to guide readers through the complexities of digital transformation.

Main Idea

Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI offers a comprehensive roadmap for organizations looking to thrive in the digital era. The authors define digital and AI transformation as “the process of developing organizational and technology-based capabilities that allow a company to continuously improve its customer experience and lower its unit costs and over time sustain a competitive advantage” (Lamarre, Smaje, Zemmel). They emphasize the need for cross-functional alignment, agile teams, and continuous improvement to achieve and sustain digital success. Through detailed explanations, case studies, and practical advice, the book aims to help companies navigate the challenges of digital transformation and build lasting competitive advantages.

Table of Contents

1. Introduction
2. The Transformation Roadmap
3. The Tech Team
4. New Models
5. Technology
6. Data
7. Change Management
8. Case Studies
9. Conclusion

The Transformation Roadmap

The journey towards digital transformation begins with a clear and aligned vision from the top team. Lamarre, Smaje, and Zemmel stress that it is never too late for a company to start its digital journey. A crucial step is to ensure that key players are aware of the reasons behind the transformation and their roles within it. Initial investments in time and resources are necessary, but value must be demonstrated along the way, not just at some distant future point.

Identifying the right domains to focus on is critical. Companies should avoid starting too small or too large and instead target areas with high value potential and feasibility. The authors recommend organizing transformations around small, agile groups called pods. These pods ensure continuity and avoid the pitfalls of handing off tasks from one group to another. Time management is also crucial, with a focus on both immediate and long-term goals.