![]() ![]() For instance, they don’t always map their best performers to the most value-creating roles. Even companies that prioritize the attraction and retention of exceptional talent fall short in some areas. For lessons on how to upgrade talent, elevate technology and engineering excellence, and differentiate through data and analytics, consumer companies can look to the experiences of companies in other industries. Rewired consumer enterprises are enabling superior growth and margin while innovating at scale (Exhibit 1).Įach of the six imperatives is critical for a high-performing operating model-and hard to get right. 2 “ The rewired enterprise: How five companies built to outcompete,” McKinsey, July 6, 2023. Our colleagues, as part of their research on the “ rewired enterprise,” have identified six hallmarks of high-performing operating models. Building a high-performing operating model How, then, can a company develop an agile yet simple and clear model that both responds to today’s business realities and creates competitive advantage? Our latest research reveals some answers. At the same time, they don’t want an operating model that’s complicated and unwieldy. Most leaders also know that there’s no single winning operating model the right one depends on a company’s strategy, portfolio, and geographic reach. Most consumer leaders recognize that their traditional operating model-made up of a company’s capabilities, organizational structure, ways of working, technology, talent, and culture-isn’t nimble enough to anticipate and respond to these ands. In such a world, agility and adaptability are crucial. This article is a collaborative effort by Shaun Callaghan, David Fuller, Rebecca Johnson, Kate Lloyd George, and Bryan Logan, representing views from McKinsey’s Consumer Packaged Goods and Retail Practices.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |