Applying the practices in all five groups maximizes the chance that a company’s digital transformation will exceed performance expectations-echoing research by our colleagues who recommend that your next transformation should be all in (Exhibit 2). Following just two groups of practices greatly reduces the likelihood that a transformation will miss expectations. Emerging from that analysis were five thematic groups of practices that particularly move the performance needle. With those complementary methods, we isolated transformation characteristics that are statistically significant in both explaining and predicting the likelihood of exceptional success. We also used regression analyses to home in on practices that had an unusually large effect on improving a digital transformation’s outcomes relative to expectations. We used multiple machine-learning classification techniques to identify “clusters” of digital-transformation practices that are closely associated with expectation-beating performance. To derive this conclusion, we analyzed our survey results in two ways. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. 1 The online survey was in the field from September 11 to September 21, 2018, and garnered responses from 1,733 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. The likelihood of surpassing profit expectations, on average, is just one in ten. In a new survey of more than 1,700 C-suite executives, we learned that the average digital transformation-an effort to enable existing business models by integrating advanced technologies-stands a 45 percent chance of delivering less profit than expected. Ascending to that elite group is far from easy. McKinsey research shows that the best-performing decile of digitized incumbents earns as much as 80 percent of the digital revenues generated in their industries. The phrase we most often hear when people read their personal profile after completing the Insights Discovery model is “Scarily accurate!”, and we’re confident you’ll find more than enough information in there to help give your personal and professional development a boost.For established companies, the pressure to digitize business models and products has reached new intensity. While much of the uniqueness of human beings is inevitably impossible to grasp, these definitions provided to us by the colour personality quiz gives an excellent framework and language which can help us understand why we behave the way we do and how different types can both clash with and complement one another. Given the complexity of human behaviour, models of personality seek to simplify who we are into easily recognised psychological types. His work on psychological types has informed much of the research into personality types and working styles since then and continues to have a strong influence on psychometric profiling, including our Insights Discovery model. This brief summary of your personal style is based upon the theory of personality outlined by Swiss psychologist Carl Gustav Jung in 1921.
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