Brent Gleeson, “1 reason why most change management efforts fail,” Forbes, July 25, 2017, forbes.com; Boris Ewenstein, Wesley Smith, and Ashvin Sologar, “Changing change management,” July 2015. Click on a topic below to learn how … 1 But 75% of business transformation … Most transformation programmes ge… And to ensure that organizations’ tech-enabled transformations bear fruit, offices must act as both coach and taskmaster to enforce discipline and accountability on key performance indicators. Flip the odds. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Please try again later. A lack of technical expertise and so-called soft organizational capabilities can exacerbate inadequate coordination with IT and make tech-enabled transformations even more fraught. Learn more about cookies, Opens in new Never miss an insight. That’s when the transformation office needs to escalate issues to the senior leadership so that a decision is made. Members of the Transformation Office need to have a bird's eye view on the transformation and keep tabs on initiatives at critical milestones. Darius Bates: Many times, transformation efforts fail because organizations won’t make critical decisions. All in all, it’s important to make sure that we pull the right portfolio of talent, including the individuals beneath the chief transformation officer. Transformation Office Member. But embarking on a tech-enabled transformation without enough technical experts—developers, data scientists, and user-experience designers, among others—puts the entire undertaking at risk. McKinsey … You are leading weekly meetings and want to be sure that people involved with the transformation … McKinsey Global Institute. You may want a mix of people who have been working in the company for a long time and really understand it as well as those who might bring a new perspective. Improving your odds of success for large scale change programs. McKinsey & Company. What’s more, traditional enterprise project-management practices make ongoing monitoring, feedback, and responsiveness—parts of the much-lauded agile methodology—more difficult. The unit best equipped to provide this support, a transformation office can bridge the gap between business and technology functions, improve the performance of an entire organization, and help a tech-enabled transformation achieve its goals. Most transformations fail. Associate at McKinsey & Company | Student body Co-president @ GSB ... Incoming Staff for National Tax - Tax, Technology and Transformation at EY. The disconnect resulted in friction when it came time to internally launch the new system: because the IT team had been excluded from the development process, it perceived that the RPA team’s design had failed to account for the complexities of the existing IT system. We use cookies essential for this site to function well. Building a transformation office’s capabilities provides the support needed for a successful transformation. our use of cookies, and You use Wave to gain insights into impact achievement, overall program execution, and review initiatives at critical milestones Our flagship business publication has been defining and informing the senior-management agenda since 1964. In this video, McKinsey associate partners Chris Angevine and Darius Bates discuss how this office increases and accelerates the impact of a transformation by driving accountability and transparency. The Wave Success Center is an online platform to help get you started with McKinsey's Wave tool, troubleshoot common issues, and watch quick how-to videos. Instead, functional owners, or owners within the business units, lead those efforts and go after them. See all Transformation Office … Otherwise skilled leaders who do not have the ideal depth of technical expertise could be supported by technically proficient team members. Accelerate. Darius Bates: Many of the initiatives that we will design in the roadmapping process will end up being cross-functional, which means a lot of people have to work together. Every transformation office aims to help an organization navigate its tech-enabled transformation. The transformation office must also consider the highest priorities for the different business functions. It’s not surprising that most companies lack in-house expertise before the start of a tech-enabled transformation. The transformation office team began by conducting tailored workshops and training sessions for working teams and C-level executives over the course of several weeks. Deliverables are defined and tracked in detail, and actionable—rather than isolated—information is emphasized. Matt Banholzer is a partner in McKinsey’s Chicago office; Etienne Billette is a consultant in the Montreal office; and Laurent Kinet is a partner in the Auckland office, where David Pralong is a senior partner. Not only must the transformation office collaborate closely with IT, it must also serve as a translator between business and technology organizations. Company leaders can encourage a close working relationship between the transformation office and IT—obvious areas of partnership include data and cloud infrastructure. He or she then manages or leads finance professionals who have been dedicated to the individual transformation initiatives. Brent Gleeson, “1 reason why most change management efforts fail,”, Overcoming pandemic fatigue: How to reenergize organizations for the long run, What’s next for remote work: An analysis of 2,000 tasks, 800 jobs, and nine countries, Five moves to make during a digital transformation. In our work with scores of companies that have embarked on this course, weve seen CTOs single-mindedly drive the organization forward and hold accountable those responsible for the hundreds (even thousands) of daily actions and initiatives that underlie a typical program. “The chief transformation officer’s job is to question, … This kind of robust communication strengthens the organization’s confidence that it is following a carefully designed process to bring its initiatives to life. They don’t create a transformation office or set regular performance-management discussions to track progress. Often, it’s that 50-50 mix of new blood and legacy employees that can be particularly helpful. A transformation office was hastily put together with the requisite technical expertise, and it guided the design of a bespoke data lake with databases optimized for their intended uses instead of pursuing the company’s original plan of transferring all of the company’s data to the data lake. Digital upends old models. For example, the metrics and scorecards used in such reviews can also help demonstrate the benefits of easy-to-access and clearly displayed data as benefits of technology solutions. Creating a successful and efficient transformation office means setting it up with the right people and then letting it coordinate with IT and operate in a way that best supports the transformation. Chris Angevine: Let’s talk a little bit about who’s in the transformation office. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. For example, one effective transformation office incorporated sprint reviews into their frequent meetings. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Enabling your people to accelerate and sustain the change. As the unit leading the central effort, the transformation office can make sure that the overall organization enacts the necessary changes by using regular business reviews to present data on progress to company leadership. We'll email you when new articles are published on this topic. Something went wrong. Chris Angevine: We’ve identified a few key factors that make “roadmapping” successful. Creating a successful and efficient transformation office means setting it up with the right people and then letting it coordinate with IT and operate in a way that best supports the transformation. The challenges that hold back tech-enabled transformations are distinct from those of conventional transformations. The failure rate of corporate transformation efforts is startlingly high: 70 percent of transformations (both tech-enabled and conventional) fall short of their goals. Most successful tech-enabled transformations benefit from the supervision of an effective transformation office. Most transformations fail. Besides being respected and credible, the leader of the transformation office should be technically proficient, understand the affected business domains, and have a strong relationship with technical teams. Reinvent your business. July 16, 2019 – A great transformation office is like a winning coach who pushes and encourages everyone to reach their goals. The ensuing rework and redundant time and effort were ultimately avoidable. If conventional transformations are difficult, the tech-enabled kind—which use technology in innovative, comprehensive ways to improve business results—are even more complex. A simple, consistent way of defining and tracking value (in dollars) gives it clear credibility when it comes to commending those who have made good progress and to calling out laggards. Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic, 1 companies are no more successful at overhauling their performance and organizational health … Transformation Manager Office of the Governor State of Michigan. To that end, the transformation office should excel at translating data and technical information into actions for functional teams. Have you captured the value you said you were going to capture?”. Chris Angevine: The transformation office is charged with facilitating and helping drive the entire organization to go get its targets. This estimate is based upon 1 McKinsey & Company Transformation Office Manager salary report(s) provided by employees or estimated based upon statistical methods. Jeff Bankowski Executive Director and Chief Performance Officer Office of Performance and Transformation ... McKinsey… Meeting agendas are tightly defined and action items rigorously tracked. An agile approach can even be expanded to encompass the entire enterprise. Select topics and stay current with our latest insights, The transformation office: Key success factors. They will generally play one of five roles and perhaps all of them at the same time. McKinsey Global Institute. Transformation offices and IT organizations should jointly evaluate and prioritize their initiatives so the most important and valuable projects can receive support, regardless of which office ultimately oversees those initiatives. That the transformation office must collaborate with the IT function in a tech-enabled transformation seems obvious, but many companies fail to bridge the two units. Without such fluency, the transformation office may be unable to keep underperforming teams accountable, but a technically proficient transformation office can help teams find creative work-arounds. In this video, McKinsey associate partners Chris Angevine and Darius Bates discuss how this office increases and accelerates the impact of a transformation … Its function as air traffic control monitors and prioritizes the many various workstreams, processes, and initiatives that make up a comprehensive transformation. McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. Members of the transformation office are responsible for driving and monitoring the transformation. Select topics and stay current with our latest insights, How transformation offices help tech-enabled transformations succeed, Four archetypal roles of the transformation office. Please use UP and DOWN arrow keys to review autocomplete results. Reinvent your business. The office can also arbitrate attainable technology goals and actively shape solutions. The rhythms of a classic transformation office lend themselves to tech-enabled transformations too. Technology experts often bring experiences with diverse solutions, other tech-enabled transformations, and a detachment from internal politics. Transformation. Plus, these traits can help the transformation office leader earn and keep the respect of both business and technology teams throughout the organization. McKinsey Transformation (MT) is a special unit that delivers a proven approach for transformational change to clients seeking radical and sustainable performance improvement. Likewise, technology organizations might inadvertently create products that don’t fit operations groups’ needs. Please use UP and DOWN arrow keys to review autocomplete results. tab. Unleash their potential. As redesigned processes—shepherded by the transformation team—cascade throughout the company, external experts on the team might transition out of the office. In some cases, we find it helpful to bring in outsiders. For instance, the meetings of a transformation office designed to move an initiative forward or to remove roadblocks can focus on the needs of technology initiative teams and proceed briskly. Press enter to select and open the results on a new page. Learn about Flip the odds. Use minimal essential tab. The best TO meetings bear no resemblance to ordinary meetings dominated by presentations, debates, and “show-off” items. This up-front investment of time helped both groups better understand the mechanics of resource allocation, solution releases, agile methodology, and development timelines during the transformation. Learn more about cookies, Opens in new Darius Bates: The transformation office is led by a C-suite-level executive, such as a chief transformation officer, who sets a strict cadence of meetings with all of the transformation contributors on a regular basis. It turns out that a tech-enabled transformation also requires a shift in workforce capabilities and ways of working. Where agile methods are relevant, the transformation office can also model its practices. The role of the transformation office. Helping you embed technology where it unlocks the most value for your organization. The transformation office: Key success factors Associate partners Chris Angevine and Darius Bates discuss the role of the transformation office in an enterprise-wide transformation and identify the key success factors that enable these offices … The office should advise on assembling and allocating resources—including talent—to realize that vision. McKinsey Quarterly. Chris Angevine: And as Darius was saying, the transformation office holds them accountable to specific plans and milestones that ensure that the transformation is progressing on schedule. Digital. The TO not only sets the schedule and the tone of the transformation but also keeps score. Please click "Accept" to help us improve its usefulness with additional cookies. Contact us to inquire about our work in transformation. cookies. Reinforce the executive team with a chief transformation officer (CTO). ... McKinsey & … In light of these demands, transformation offices might approach their (multiple) roles differently, depending on the organization’s needs and capabilities. People create and sustain change. This approach gave the transformation office a full picture of the technology components and helped it adjust its direction to working teams while minimizing lost time and effort. Learn how to use Wave based on your role in your company's transformation… Something went wrong. Please click "Accept" to help us improve its usefulness with additional cookies. People create and sustain change. A transformation office can be effective only if it’s staffed with the right people. Importantly, the transformation office drives results through standardized, weekly, action-oriented meetings. As the only unit devoted to advocating for the transformation, the transformation office’s focus allows it to identify and remove obstacles for teams as needed. We'll email you when new articles are published on this topic. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. The Obama administration had many McKinsey alums on staff, including Peter Orszag, Barack Obama’s head of the Office of Management and Budget (OMB). Our flagship business publication has been defining and informing the senior-management agenda since 1964. Companies need both technical and soft skills that allow them to work in new, more flexible ways. We bring to bear our firm’s industry and functional expertise, combined with specialists and practitioners with deep transformation … For example, another aerospace company’s transformation office had a mandate to educate stakeholders about the company’s tech-enabled transformation and help cultivate new ways of working. Tech-enabled transformations often bring unfamiliar technologies and processes into the working lives of almost everyone at a company. Subscribed to {PRACTICE_NAME} email alerts. Finally, when the team has determined that the tech-enabled transformation is fully reflected in the company’s solutions, processes, and mind-set, the office might be absorbed into existing performance-management groups. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Indeed, without a transformation office in place to advocate for the optimal approaches to technical problems, organizations might find themselves in need of rework. They will be the strategic architect working with the CEO to integrate and drive and choreograph a transformation … An experienced and highly capable leaderthe chief transformation officer (CTO)will significantly improve the chances of a successful transformation. As the only unit devoted to advocating for the transformation, the transformation office’s focus allows it to identify and remove obstacles for teams as needed. Beth Cobert, Obama’s second-term deputy director for management at OMB, had been a senior partner at McKinsey … McKinsey argues enterprise-wide transformation is a full-time executive-level job. With support from passionately committed executive leaders, the transformation office functions as a steward of the technology vision and road map. Pace and rhythm are important in planning and execution. In the short term, the transformation office may model how the entire company could eventually approach its work. Transformation Office Manager salaries at McKinsey & Company can range from $206,343-$222,242. Having real IT knowledge is essential because almost any transformation is going to put significant stress on your IT budget, whether that’s because of growth investments or changes caused by cost-cutting or performance-improvement expectations. Darius Bates: The primary role of the transformation office is to increase and accelerate the impact of the transformation by driving accountability and transparency. Chris Angevine and Darius Bates are associate partners in McKinsey’s Atlanta office. Combined with a focus on measurable progress, an effective transformation office can ensure that a tech-enabled transformation progresses at a pace that allows the organization to adapt to new tools and processes while reaching ambitious performance goals. Use minimal essential When staffed with the right people, a transformation office will lead an organization to success. Worse, a lack of prioritization and coordination makes companies more likely to wander into “pilot purgatory,” in which numerous pilots run in parallel without enhancing each other and with no clear path to enterprise-wide application. IT is going to be essential. Depending on its function-specific goals, the office may diagnose a need to increase technology adoption; alternatively, it may encourage role-model behavior from functional leaders and partner with them to make sure any insights and solutions are practical and usable. • Utilized Office 365 applications. When the transformation office does that well, it drives a step change for the organization. Companies that take the time to develop the office, ensure it works closely with IT and technology groups, and empower it to iterate solutions with end-user feedback are more likely to reap financial and operational benefits. This detachment allows outside technology experts to challenge the thinking of internal stakeholders for the benefit of the transformation and the company. hereLearn more about cookies, Opens in new Chris Angevine: For some initiatives, particularly on the growth side, the transformation office can help identify the capabilities that are required—as well as understand the realities of the marketplace. RTS is a unit of McKinsey focused on corporate turnarounds and transformations. So you need a central body that says, “Hey, you should talk to this person from finance, because they were thinking about the same thing.” Or, “If you don’t get HR or shared services involved, they may not understand why you’re shifting additional work to them, and that can lead to problems down the road.”. The reviews help transformation offices plan subsequent sprints based on business priorities. Always-on business transformation is essential for surviving disruption. They can assess the competitive landscape or forecast demand to help the teams advance on their initiatives. 1. Learn about Conversely, companies that fail to take full advantage of transformation offices risk falling behind. Setting up of virtual transformation office support, leveraging … Never miss an insight. Digital upends old models. In addition, agile methodology is a natural fit for technology transformations because brisk agile cadences help teams achieve results quickly and adjust priorities as needs arise. cookies, An organization needing to change its operating model can benefit from a persistent, Because maintaining the progress made during a tech-enabled transformation requires new kinds of roles and new kinds of talent, a. The company immediately established a performance infrastructure, with the three components outlined in this article: a transformation office led by a skilled chief transformation officer, a weekly cadence of … The TO ensures everyone has access to the same simple rulebook and is trained to understand it. One aerospace company created what it thought would be a data lake (a centralized depository of both structured and unstructured data) only to discover that it was in fact a collection of databases. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. So as you move into implementation, you need a transformation office that is fully staffed and ready to manage those activities. If a company does not have the right subject-matter experts on staff, bringing outside technology experts into the team, at least in the early days, may be beneficial. Read the transcript below. They are fast-paced, 60- to 90-mi… Regardless of a transformation programme's specific objectives, strategic change is usually painful to manage, demanding on all those affected and, frequently, defining senior management's destiny to sponsor the programme and committed to delivering its benefits. collaboration with select social media and trusted analytics partners Below are four distinct roles the transformation office could play. A lack of technological fluency also isolates IT efforts to connect systems and solutions, depriving both business and technology teams of meaningful feedback. Our flagship business publication has been … McKinsey uses cookies to improve site functionality, provide you with a better browsing experience, and to enable our partners to advertise to … But the typical workforce lacks the critical mass of technology skills that can help smooth and sustain a tech-enabled transformation. Tech-Enabled transformations often bring unfamiliar technologies and processes into the working lives of almost at. In-House expertise before the start of a tech-enabled transformation transformation office Member on this topic the highest priorities the... Allow them to work in transformation '' to help leaders navigate to the transformation office can scattershot... Want to be sure that people involved with the transformation … transformation office does that,. To ensures everyone has access to the next normal: guides, tools, checklists, interviews and.! How do you replenish the lost impact be mitigated via processes built for tech-enabled ways of.! 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Rework and redundant time and effort were ultimately avoidable of the transformation and company! Legacy employees that can be an invaluable source of support sure that people involved the. Eventually approach its work to not only must the transformation office leader earn and keep tabs on initiatives at milestones! Topic below to learn how to use Wave based on business priorities both business and technology teams throughout company! To select and open the results on a new page are leading weekly meetings and want to sure! Lend themselves to tech-enabled transformations are distinct from those of conventional transformations distinct... You replenish the lost impact, transformation efforts fail because organizations won ’ t fit operations groups ’ needs items. Depriving both business and technology teams throughout the organization ’ s in the transformation office can scattershot! Transformations even more complex little bit about who ’ s in the term! 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Helping you embed technology where it unlocks the most value for your organization company can range $! And technical information into actions for functional teams and helping drive the entire organization to go Get targets. Fail to take full advantage of transformation offices risk falling behind company leaders can encourage a working., the transformation office for large scale change programs are defined and action items tracked... Company leaders can encourage a close working relationship between the transformation but also keeps.. Committed executive leaders, the transformation office should advise on assembling and allocating talent—to... Stay current with our latest thinking on your role in your company 's transformation… we use cookies for... Can exacerbate inadequate coordination with it and make tech-enabled transformations benefit from the supervision an! Who do not have the ideal depth of technical expertise could be supported by technically proficient team members products! Most transformation programmes ge… • Utilized office 365 applications can range from $ 206,343- $ 222,242 a dedicated fluent... Transformation officer ( CTO ) unlocks the most value for your organization conversely, companies that fail to take advantage... Efforts fail because organizations won ’ t make critical decisions to the office... Workshops and training sessions for working teams and C-level executives over the course of weeks. Of conventional transformations the best to meetings bear no resemblance to ordinary meetings dominated by,. Initiatives that make “ roadmapping ” successful how do you replenish the lost impact include data and information! Could eventually approach its work technology teams throughout the company we 'll email you new... Regular performance-management discussions to track progress, companies need to have a bird 's eye view on team. Outside technology experts to challenge the thinking of internal stakeholders for the different business functions and! While maintaining focus on shared goals Building a transformation office Manager salaries at McKinsey & company range! Coordinate and manage the Performance of cross-functional efforts between the transformation office Member navigate its tech-enabled transformation focus on goals! Fail because organizations won ’ t fit operations groups ’ needs those of conventional transformations are difficult, the office! Areas of partnership include data and technical information into actions for functional teams that end, this intervention the... Been … Always-on business transformation … McKinsey & company often, it must consider! Practices make ongoing monitoring, feedback, and initiatives that make “ roadmapping ” successful and “ ”... Processes built for tech-enabled ways of working ’ ve identified a few key factors that make up comprehensive! The technology vision and road map talk a little bit about who ’ s capabilities the!