Chris Bradley, Angus Dawson, Sven Smit January 2011 read the article Business strategy articles 3 Business strategy McKinsey Special Collection
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and global forces McKinsey Special Collection strategy that capturing tailwinds created by industry and geographic trends is a pivotal aren't just digital
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We know this from experience and from McKinsey research: on average, resources don't All this holds doubly true for digital strategy, which demands special
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1 jan 2018 · Edited selections from our Digital McKinsey blog Bold, tightly integrated digital strategies will be the biggest players, delivery specialists, and niche outfits with specific industry expertise and capabilities collection BPO
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Digital/McKinsey: Insights Winning in digital ecosystems McKinsey Insights also appear of more specialized ecosystem relationships are reflected in the flurry of recent strategic moves of manage it—not as an internal collection of
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We hope this collection will be useful in sparking McKinsey has been conducting an in-depth diagnostic survey of 150 companies around the world By evaluating 18 practices related to digital strategy, capabilities, and culture, companies can operate both a specialized, high-speed IT capability designed to deliver
Mckinsey Raising your Digital Quotient
according to a recent McKinsey survey 2 Their specific preference at any given time is Suppliers' digital strategies will have to change in line with evolving peers (see “The sales secrets of high-growth companies” in this collection) For this
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Angus Dawson Martin Hirt and Jay Scanlan. March 2016 read the article. Digital strategy articles. 3. Digital strategy. McKinsey Special Collection
Stephen Hall Dan Lovallo and Reinier Musters. March 2012 read the article. Resource allocation McKinsey Strategy Collection
Selected articles from the Strategy and. Corporate Finance Practice The Role of the CFO. McKinsey Special Collection ... to sales marketing
McKinsey Special Collection strategy that capturing tailwinds created by industry and geographic trends ... aren't just digital.
Although a whopping 82 percent of all respondents say their organizations use digital tools (such as social media) for business reasons those at successful
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McKinsey Special Collection Digital strategy Selected articles from the Strategy and Corporate Finan ce Practice The case for digital reinvention Jacques Bughin Laura LaBerge and Anette Mellbye February 2017 read the article An incumbent’s guide to digital disruption Chris Bradley and Clayton O’Toole May 2016 read the article
digital-first and traditional-channel customers behave very differently The digital-first segment is 12 percent more likely to make a payment when contacted by the bank through a preferred digital channel in early delinquency In late delinquency this likelihood rises to 30 percent The proportion of these customers who pay
nonfinancial companies in McKinsey’s proprie-tary corporate-performance database 2 That effort enabled us to test some deeply held truths and distill generalizable lessons about what it takes to win consistently For example we saw that the corporate world like the world beyond it has a relatively small number
McKinsey Special Collections Trends and global forces Selected articles from the Strategy and Corporate Finance Practice The global forces inspiring a new narrative of progress Ezra Greenberg Martin Hirt and Sven Smit April 2017 read the article Geostrategic risks on the rise Survey May 2016 read the article
McKinsey Special Collection Digital strategy