By blending human and technical capabilities, companies can kick their digital transformation into gear—and keep the momentum going.
デジタルトランスフォーメーションはビジネスリーダーにとって新たな命題ではありませんが、多くの場合、企業には長い道のりが待ち受けています。多くの企業が、デジタルテクノロジーやデジタルを活用した働き方を大規模に適用するには至っていません。また、変革や実験、継続的な学習と改善をすすんで行うカルチャーをまだつくり出せていません。さらに、エンドツーエンドのトランスフォーメーションを計画しているものの、まだ構想の段階から抜け出せていない企業もあります。
では、企業はどうしたらデジタルトランスフォーメーションを推進できるのでしょうか。その答えは、将来のビジョンをつくり上げ、それを実現するためのテクノロジーと人材の組織能力を着実に構築していくことにあります。
デジタルトランスフォーメーションに成功している企業は、わずか30％程度です。そして、昨今のような不確実性のさなかでのデジタルトランスフォーメーションの推進は、新しい行動や期待が現れ急速に進化していくため、特に困難です。私たちのアプローチは、バイオニック・カンパニー――デジタルと人間の能力を融合させ、それらをビジネスのあらゆる側面に適用する組織――を構築することに重点を置いています。
It doesn’t happen in one fell swoop. Transformations succeed when they are incremental, cost-effective, and sustainable. That means focusing on outcomes: new products, improved processes, and other use cases that, one by one, let you build capabilities, business value, and buy-in for the transformation.
私たちはまず、企業の現状と目指す姿を見定めることから始めます。その企業の人材、テクノロジー、データについて精査します。カルチャー、リーダーシップ、ガバナンスについても検討します。さらに、業界のトレンドとディスラプション（破壊的変化）についても考察します。私たちは、企業がデジタルトランスフォーメーション戦略をビジネスの成果や目標につなげられるよう支援します。実際、Forrester Researchが発表したデジタルトランスフォーメーション・サービスに関する2020年第4四半期のWaveレポートによると、BCGはビジネスの測定可能な成果を特定し実現することに焦点を合わせているとされています。
Implement outcomes. We work with companies to identify, prioritize, and implement high-impact use cases. This lets clients create value quickly while demonstrating what digital technologies and ways of working can do for the business. The process entails three stages: innovate (build a proof of concept and validate the business case), incubate (launch a minimum viable product and test and learn with agile sprints), and industrialize (run the technology and business process at scale). After an initial wave of use cases, the process repeats with the next wave—and so on.
Manage talent and build digital skills. Digital transformation is about evolving and augmenting—not replacing—human capabilities. We help companies develop their digital talent plans in areas like data science and human-centered design. We also help them zero in on the optimal location strategies and strike the right balance between insourcing and outsourcing. And we assist, from day one, in training, on-the-job learning, coaching, and upskilling—essential but often less successful elements of digital transformation.
Transform ways of working and the operating model. Agile ways of working enable companies to respond quickly to change. So, helping companies adopt agile is a key pillar of our digital transformation consulting. We embed the behaviors and culture that foster cross-functional collaboration, iterative development, and a new approach to learning—one that enables people to adapt and innovate at digital speed. We show leaders how they can deploy agile throughout the organization. And just as importantly, we work to align governance, processes, and organizational structure with a more platform-driven—and less siloed—operating model.
Drive technology transformation. One of the most crucial elements of digital transformation is a data and digital platform (DDP). A launching pad for high-value use cases, a DDP utilizes components—including a data lake, APIs, and microservices—that allow companies to build applications in a modular, scalable way and to readily access the data they need. We help companies create DDPs as well as the governance and processes that let them deliver new capabilities—and value—at digital speed. We also assess how new technologies, ecosystems, and partnerships, in areas such as AI and the Internet of Things, can enhance transformation and spur new opportunities.
Govern for value. Businesses that transform successfully leverage fast—and simplified—decision making. They use the right KPIs—often all-new ones—to monitor progress toward outcomes. And they remove obstacles quickly and effectively. We help companies develop a weekly cadence for vital decisions (no more one-month gold standard) and a robust digital value measurement system. We show them how to bring their business and tech sides together and how to lead the transformation from the top—but imbue every level with responsibility.
In the face of massive industry changes, Nissan has transformed its IT function, becoming “Nissan Digital.” In this interview, Tony Thomas, the automaker’s CIO, describes how Nissan scaled its digital capabilities throughout the business, reshaped its application portfolio, and upskilled its IT team.
DigitalBCGはZoetisに対して、ケア全体にわたるデータ/デジタル・プラットフォームの実装を支援しました。これは、同社のデータ/アナリティクス戦略を実現するための重要な要素です。
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