Rewired: McKinsey's Playbook on How Leading Companies Win with Technology and AI

by Eric Lamarre, Alex Singla, Robert Levin

The world’s most influential management consulting firm, McKinsey & Company, updates and expands its essential guide to AI transformation

In the newly revised second edition of  The McKinsey Playbook on How Leading Companies Win with Technology and AI, five experienced McKinsey leaders deliver an essential and incisive update to their widely read guide to planning and implementing successful Tech & AI transformations.

The book walks you through the six capabilities every company must develop to succeed with Tech & transformation roadmapping that targets real value, a talent bench of highly skilled experts, an operating model that allows you to move at pace, a distributed technology environment that is flexible, data embedded throughout your organization, and adoption and scaling that enable solutions to realize meaningful gains.

This new edition offers brand new insights into  cutting-edge AI solutions―and what it takes to implement them―as well as the new economics of Tech & AI transformations. You’ll also discover how to build up the “tech muscles” of your AI transformation leaders, how to develop effective human-AI collaboration models, how to revolutionize software develop with AI agents, and how to industrialize AI so it can safely and effectively scale.

Inside the

More than 30 real-world case studies and examples of large, established companies that have successfully navigated these sorts of transformations, with deep dives into Toyota, DBS Bank, Freeport-McMoRan, and LATAM Airlines Comprehensive “how-to” transformation guides and frameworks you can put into practice immediately, including 100 detailed exhibits Deep dives into the role of leadership at the C-suite and domain levels, as well as practical tips for navigating and avoiding the pitfalls that slow down most transformations
Perfect for the C-suite, managers, executives, board members, and other business leaders, Rewired is a must-read playbook for professionals ready to roll up their sleeves and do the hard work necessary to reimagine their company and generate transformational value.

Genres: Business, Artificial Intelligence, Technology, Nonfiction, Leadership, Management, Audiobook

597 pages, Kindle Edition

Published April 7, 2026

Reviews

[zoagli · Rating 1 out of 5]

Superficial overview full of empty phrases and platitudes. Where the book does go into detail (e.g., “pod” composition), it is way too prescriptive.

This book is not a guide, it’s an informercial. It may look sensible, but the authors don’t know your business as well as you do. You need to do the hard work of discovering your own solutions.

[Sarah Cupitt · Rating 3 out of 5]

There are so many tech/work culture/AI books out this year, and they all sound the same, e.g. insert a generic line about underlying strategies that empower organisations to thrive in the digital age.

Takeaways:
- To strike the right balance, imagine your business as a series of domains or distinct areas of activity. Identify a few that are ripe for transformation.
- In an interconnected, digital landscape, the power of a transformation isn't solely in the innovations we create but in the capabilities we build to sustain and scale them.
- In a world where digital prowess often spells the difference between industry leaders and the rest, the ability to harness data stands as a hallmark of innovation.
- Remember that in the digital age, it's not just about having data. It's about nurturing it, understanding its potential, and creating systems to harness its immense power. Because when done right, data doesn't just inform decisions – it propels organisations to unparalleled heights.
- Talent is the heart of transformation. Recognising individual aspirations, providing continuous learning, and guiding newcomers ensures a robust and adaptive workforce. But merely having digital tools isn't enough. True scaling demands harmonising technology with human behaviour, emphasising user adoption and business model realignment.

Zoe's story:
- A promising software developer. She's deeply passionate about her craft but has no aspirations to climb the managerial ladder. Instead, she dreams of honing her skills and becoming a master coder. Organisations must recognize Zoe and others like her. Rather than forcing them into traditional managerial roles, companies should offer alternative paths, allowing experts like Zoe to flourish in their chosen fields. By doing this, they acknowledge the diverse ambitions of their digital workforce and create an environment where individuals feel seen, valued, and motivated.

[Hannamari · Rating 3 out of 5]

This book was exactly what you would expect a McKinsey digital transformation to be like, in good and bad. It depicted a massive transformation, its stuctures and principles, summarizing many best practices, and some of McKinsey’s frameworks. However, while depicting the gradiose transformation approach, I found this book lacking in new insights and practical ideas.

[Steve Brock · Rating 5 out of 5]

As Stevo’s Novel Ideas, I am a long-time book reviewer, member of the media, an Influencer, and a content provider. I received this book as a free review copy from either the publisher, a publicist, or the author, and have not been otherwise compensated for reviewing or recommending it. As an Amazon Associate I earn from qualifying purchases.

This book is Stevo's Business Book of the Week for the week of 6/25. Eric Lamarre, et al. deliver a road-tested, how-to manual their own consultants use to help companies build the capabilities to outcompete in the age of digital and AI.

The authors of "Rewired," all consultants at McKinsey & Company, the leader in global management consulting, share their time-tested, but still cutting edge, blueprint for company realignment to incorporate breakthroughs in digital and AI technologies into their management strategies. These include: the use of smartphones, the Internet of Things, artificial intelligence (including machine and deep learning), augmented and virtual reality, big data and real-time analytics, digital twins, APIs, cloud technologies, and many others.

"Hardwired" focuses on six enterprise capabilities that need to become hardwired: aligning the leadership team to focus on a united vision of digital technology utilization, evolving or building proprietary digital solutions run by high-quality digital talent, developing an operating model that fosters customer centricity and speed, building a distributed technology environment, developing and deploying data products, and driving user adoption and scaling across the enterprise. The book concludes with success stories from Freeport-McMoRan, DBS and LEGO.

You already know that our corporate future is digital. "Hardwired" is for practitioners who are looking for how to get there the McKinsey way. It's packed with the tools you need: technology architecture diagrams, workplans, how-to checklists, team-staffing models, best-practices, implementation methods, and much more.

A recent entry in the Harper's Index states that 30% of American's brains "shut down" when they encounter any form of data. I'm hoping that the other 70% are like me, who find data to be full of exciting and countless opportunities. "Hardwired" helps us channel this excitement into developing and maintaining a competitive business advantage.

Find more Business Books of the Week on my Goodreads Listopia page at https://www.goodreads.com/list/show/9..., and find many more reviewed and recommended books and products by searching for me on Google.

[Tamara Leemans · Rating 3 out of 5]

Describes well the key items that are important to consider in a digital transformation these days and is more balanced (less black & white) than what I have been used to hear coming from McKinsey.
Left a good impression, confirming a lot of believes I already had as well as adding some new items that complete my understanding of the domain whilst even offering some hands on tools that may really be useful.
However, in my point of view (and this is why only a 3)
1. way too technical - it's supposed to be CEO material, I can tell you that I would never get any of the CEO's I've worked for to get past the first chapter(s).
2. no overall picture. There is not one or a couple of overall schemes that show how the different items interact on an overall level and how you could balance priorities and budget between the big items, it's only explicit on a chapter level.
3. too long. It's too heavy. Some books can get away with that (the 7 habits being one of them) because the reason why it takes long to read is not the fact that it's a lot of pages, or content, it's the fact that it makes you think and so you need time to digest and then once processed, you can move forward. That's not the case here. It's simply too much content, not all that relevant and if we cut to the essence, I'm sure it can be at least 25% shorter.
But that's just my opinion :-)

[Michelle · Rating 3 out of 5]

You aren't really going to learn much new if you're already a leader in technology, but the bones are good.

[Rene Stone · Rating 5 out of 5]

This is a great overview of key elements of digital transformations in large organizations. Based on my 30+ years of experience, I can recommend it as a very complete description and it will help both business as tech leaders on a levels of seniority.

[Jung · Rating 3 out of 5]

"Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI" by Eric Lamarre, Kate Smaje, and Rodney Zemmel is a comprehensive guide to thriving in the digital era. The book emphasizes the importance of crafting a clear vision for digital transformation, nurturing digital talent, scaling transformations effectively, and harnessing the power of data.

In the digital age, having a well-defined and actionable vision is crucial. Leadership teams should create a shared understanding of the organization's digital future, making it tangible and easy for the entire organization to rally behind. Striking the right balance between starting small and avoiding overwhelming changes is essential to success.

Digital transformation is not just about technology; it's also about the people who drive it. Recognizing and nurturing diverse talents within the workforce is vital. Tailored learning paths, upskilling opportunities, and reskilling programs empower employees to remain at the forefront of their fields.

Scaling digital transformations requires a holistic approach. It involves ensuring user adoption, adapting the entire business model, and having dedicated teams to manage the change effectively. It's not just about introducing new tools but reshaping the core way of doing business.

Data plays a pivotal role in the digital era. Identifying key data, making it accessible through data products, and establishing a dynamic data architecture are essential steps. Governance is crucial to ensure data quality, security, and compliance. Organizations should cultivate a data-driven culture to fully harness the power of data.

In summary, "Rewired" offers valuable insights into navigating the digital age. It highlights the importance of a clear vision, nurturing talent, scaling transformations, and leveraging data to outcompete in a rapidly evolving digital and AI-driven landscape.

[Tõnu Vahtra · Rating 3 out of 5]

I tend to have prejudices for McKinsey books, especially after reading "McKinsey coming to town". Having said that, this book offered a positive surprise. It's written for a specific audience and I think it covers several important aspects of organizational design and core strategy that must not be ignored as prerequisites for readying an organization for wider AI adaptation and actually making it possible to benefit from it at scale and in longer term. On the other side some people might still skip the prequisites and buy the tools/subscriptions while reducing headcount without any fundamental changes in ways of working.

"No company can outsource its way to digital excellence."

Domain Reimagination—is the single most critical differentiator between companies that achieve massive financial returns and those that just burn capital on digital experiments.

When organizations deploy scattered AI use cases without a focused anchor, they create "point solutions" that operate in isolation, fail to scale, and ultimately fragment the company’s data and technology architecture. The playbook details how a disciplined, problem-based domain approach fundamentally changes the outcome:

1. Anchoring on Domain Reimagination vs. Random Use Cases Instead of building random tools (like a standalone chatbot or a basic script), a problem-based approach starts by looking at an entire business domain—such as an end-to-end customer journey or a complex operational workflow (e.g., integrated supply chain planning).
The Problem Definition: You look at the specific business problems, unmet user needs, or process pain points first.
The Architecture: You map out a sequence of interconnected tech, data, and AI use cases specifically designed to solve that overarching problem, building a compounding roadmap rather than a series of disconnected islands.

2. Radical Differences in Financial Efficiency The economics of a problem-based approach vs. a scattered approach are striking:
Concentrated Focus: Successful companies intentionally restrict their transformation to three or fewer business domains at the start.
Time to Cash Accretive: Because the focus is narrow and deep, these transformations become cash-accretive quickly, usually within 1 to 2 years. Trying to change everything all at once enterprise-wide drastically slows down the time to value.
Compounding Returns: A problem-based focus yields an average 20% EBITDA uplift and a 3x cash-on-cash return because every dollar spent directly targets a major economic leverage point.

3. Reusability and Assetization vs. Endless Rework When you try random things without focus, every project team builds its own data pipelines, selects its own tools, and writes custom code from scratch. This results in a highly inefficient "legacy setup" where data is constantly reworked and definitions vary across the company. Conversely, a focused problem-based approach allows for architectural assetization:
Teams build a modular architecture consisting of horizontal platform services (a reusable base layer) and use-case-agnostic core components.
Because the components are standardized, deploying the solution to subsequent sites or adjacent problems becomes exponentially faster—real-world data shows deployment time reductions of 39% to 65% after the initial site build.

4. Gating Metrics to Prevent "Pilot Purgatory"A focused approach doesn't mean blindly executing a massive plan. It relies on a stage-gate pass-through process to filter out low-value ideas early. Projects must progress through disciplined gates—from Idea to Blueprint, Build, and Scale.

Historically, only about 1% of initial ideas successfully make it through a 4-year cycle to become definitive commercial "home runs". A problem-based framework ensures that capital is cut from low-performing pilots early, redirecting resources only to the solutions demonstrating verifiable demand, value, and technical feasibility.

The Takeaway: Randomly deploying AI tools treats technology like a magic wand, resulting in wasted effort and technical debt. A problem-based approach treats AI as a capability, structuring the operating model, talent, and data specifically around moving the needle on core business KPIs.

Organizations frequently stumble because they fall prey to common myths about what it actually takes to scale AI. They treat the transformation as a plug-and-play software upgrade rather than a fundamental rewiring of the enterprise.

The primary misconceptions and ignored prerequisites that derail sustainability include:

1. The Use-Case Misconception: "We should deploy scattered AI use cases across the whole company.
"The Reality: Spreading AI thinly across the enterprise results in fragmented "point solutions" that fail to generate meaningful financial returns.
The Ignored Prerequisite: Sustainable value requires Domain Reimagination. True leaders tightly restrict their focus to three or fewer core business domains (such as an entire customer journey or an integrated supply chain) and transform them end-to-end. Two-thirds of successful transformations focus heavily on this domain-led approach to achieve a rapid, cash-accretive loop.

2. The Talent Misconception: "We can outsource our technical execution and use vendor software to scale.
"The Reality: Relying heavily on external vendors or massive outsourcing builds "automation islands" and prevents an organization from developing any proprietary, defensible edge. The
Ignored Prerequisite: Insourced Capability Density. No company can outsource its way to digital excellence. Organizations must flip their workforce mix to keep 70% to 80% of core tech and AI talent in-house. Furthermore, they must structure this talent using a Diamond Model (heavy on competent, proficient, and expert engineers) rather than a traditional, low-skilled pyramid.

3. The Data Misconception: "We have a massive data lake, so our data is ready for AI.
"The Reality: A massive data lake that is hard to navigate or full of fragmented, use-case-specific data pipelines leads to constant rework, high maintenance costs, and inaccurate model outputs.
The Ignored Prerequisite: Unified Data Products. Data must be treated like an independent product. This means wrapping raw data into cleaned, validated, and reusable assets (e.g., an "Asset 360" or "Customer 360" product) that come pre-packaged with their own APIs, data quality metrics, and automated access controls. Without this standardized foundation, scaling AI models safely is impossible.

4. The Operating Model Misconception: "Our current IT structure can support AI if we just add an agile layer.
"The Reality: Traditional hierarchical, matrix, or functional IT structures create endless handoffs, friction, and multi-month delays. They are fundamentally built for stability, not the rapid iteration cycles that AI demands.
The Ignored Prerequisite: The Domain & Platform Model. Successful scaling requires moving to a distributed operating model where business, operations, and technology talent sit together permanently in cross-functional pods. These pods must have end-to-end accountability and be supported by persistent, outcome-based funding envelopes rather than rigid annual project budgets.

5. The Governance Misconception: "We will build the AI models first, and our risk/security teams can audit them before launch.
"The Reality: Treating risk, compliance, and cybersecurity as a final "gate" creates massive operational bottlenecks, high remediation costs, and severe exposure to issues like hallucination, data privacy violations, and IP infringement.
The Ignored Prerequisite: "Shifting Left" on Control Functions. Security and risk frameworks must be embedded directly into every single phase of the software development life cycle (Plan, Build, Test, Deploy, and Operate). Risk mitigation actions must be automatically translated into actionable stories inside the engineering team's day-to-day sprint backlogs, ensuring compliance is co-designed from day one

Critical structural, operational, and behavioral shifts.

1. Redefining Team Structures and Size. The introduction of advanced AI and agentic workflows fundamentally changes how teams are sized and staffed:
The "1-Pizza" Team: Traditional agile teams (typically 8–10 members) are shrinking. As organizations adopt agentic workflows, roles collapse into ultra-lean hybrid teams of 3–5 members comprised of 1–3 builders with AI agents, a lead architect, and targeted subject matter experts.
The Talent "Diamond": Organizations must shift away from the traditional tech talent pyramid (which relies on a massive base of low-skilled or outsourced novice workers). Culturally, companies must optimize for a diamond model, where 80% of the engineering bench is at least competent, proficient, or expert. This model favors high-competency capability density over sheer headcount.
Insourcing Core Capability: A successful culture cannot rely on outsourcing its strategic technical execution. A key operational adaptation is aggressively flipping the talent mix to keep roughly 70% to 80% of core digital and AI talent in-house, changing the internal culture from vendor management to active software creation.

2. Transitioning to a Distributed Operating Model. Culture is heavily driven by organizational design. Moving away from traditional silos requires explicit structural changes:
Silo Busting via Domain & Platform Models: Organizations must transition from hierarchical, matrix, or functional setups to a distributed model. This embeds cross-functional teams (pods) directly into the business. These teams are given end-to-end accountability for an entire business domain or product lifecycle, completely removing traditional business-to-IT handoffs.
Persistent, Outcome-Based Funding: Traditional annual project-based budgeting cycles destroy digital agility. Instead, organizations must adapt to persistent, outcome-based funding envelopes tied to Quarterly Business Reviews (QBRs). This aligns financial teams with iterative, agile deployment cycles.
Intentional Collaboration Hubs: While remote work offers flexibility, high-velocity innovation or product teams thrive on proximity. Organizations need to adapt their location strategies toward hybrid intentional hubs—clustering interdependent roles (product, data, design, AI engineering) within the same time zones to preserve real-time collaboration.

3. Shifting Leadership Mindsets and Literacy. Cultural evolution must be modeled from the top down:
C-Suite "Tech Muscle": Non-technical executive leaders must actively build their technical and AI literacy. Business leaders can no longer just sponsor a project; they must serve as the direct executive owners of the domain transformation, steering the use-case roadmap from idea to value delivery.
Dual Career Tracks: To retain top-tier technical innovators, organizations must adapt their HR and promotion cultures. They must establish explicit dual career tracks that allow top individual contributors (e.g., Expert Data Scientists or Principal Engineers) to advance in prestige and compensation without forcing them into traditional people-management roles.

4. Embedding Control Functions into the Workflow. One of the greatest points of friction in an organization's ways of working is the bottleneck caused by legal, risk, compliance, and cybersecurity reviews.
"Shifting Left" on Security and Risk: Traditional organizations check for risks or security vulnerabilities late in the deployment cycle, which causes friction, blame, and delays.
Automated Risk Mitigations: Organizations must adapt by embedding risk professionals directly into the sprint planning process. Risk mitigation actions should be automatically translated into clear "risk mitigation stories" directly within the engineering team's day-to-day backlog, making compliance a seamless part of the development lifecycle.

[Nitin · Rating 4 out of 5]

Very few management consulting books are truly worth reading. Maybe this will be one of those.
In today’s era, we are bombarded with endless content on how to compete and excel in the age of AI—and management consultants are at the forefront of it. After all, it’s their bread and butter. But like many consultant decks and articles, most of the content tends to have a “holier-than-thou” attitude, presenting obvious insights as if they were gospel truths. I expected the same vibe from this book—and initially, it didn’t disappoint. But as I read further, it became clear that this one is worth reading completely. And yes, the time was well spent.
The book is neatly organized (what else would you expect from McKinsey?) and the articulation is sharp and clear. The fact that familiar insights once presented in such a structured way gives us a sense of confidence—that’s something always struck me as powerful. The frameworks (starting with defining top-down AI strategy, building the foundation—tech, data, people, operating model) are well thought out and reflect McKinsey’s ground-level work with leading organizations in this space. (McKinsey's Quantum black team is doing good job it seems!).
The case studies are helpful, though I wish there were more—covering different industries and geographies. McKinsey could have easily done this given their global reach. It would have added breadth and industry-specific nuance. Another area where the book could have gone deeper is implementation guidance. Perhaps that was out of scope or too tactical for McKinsey’s taste. But in the AI world, while knowledge is plentiful, it’s execution that wins the day.
But as a starting point—where to begin and what to do—this is a good book. Especially since many leaders from traditional organizations (especially from India) haven’t even started that journey yet or started but don't know how to make it homerun! Sigh!

[Zdenek Sykora · Rating 5 out of 5]

Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI by Eric Lamarre, Rodney Zemmel, and Kate Smaje is a comprehensive and insightful guide for organizations looking to thrive in the digital and AI-driven landscape. This book leverages McKinsey's extensive research and expertise to provide a strategic roadmap for businesses aiming to harness the power of digital transformation and artificial intelligence to outcompete their peers.
The authors present a compelling case for why digital transformation is no longer optional but essential for survival and growth. They offer a detailed framework for understanding and implementing digital strategies, supported by numerous real-world examples and case studies. The book covers various aspects of digital transformation, including leadership, culture, technology, and innovation, making it an invaluable resource for business leaders and managers.
The writing is clear and accessible, making complex concepts understandable for a broad audience. The authors do an excellent job of breaking down the steps needed to build a digital-first organization and the potential pitfalls to avoid. Overall, Rewired is a must-read for anyone involved in driving digital transformation and leveraging AI to create a competitive edge.

Main Points of Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI

1. The Imperative of Digital Transformation:
• Digital transformation is essential for survival and growth in the modern business landscape.
• Organizations must adapt to the rapid pace of technological change to remain competitive.
2. Leadership and Vision:
• Effective digital transformation requires strong leadership and a clear vision.
• Leaders must champion digital initiatives and align them with the overall strategic goals of the organization.
3. Creating a Digital Culture:
• Building a digital-first culture is crucial for successful transformation.
• Organizations need to foster a mindset of continuous learning, experimentation, and innovation.
4. Customer-Centric Approach:
• Understanding and anticipating customer needs is key to leveraging digital technologies.
• Personalization and enhanced customer experiences drive engagement and loyalty.
5. Leveraging Data and Analytics:
• Data is the foundation of digital transformation.
• Advanced analytics and AI can unlock valuable insights and drive decision-making.
6. Technology and Infrastructure:
• Investing in the right technology infrastructure is essential for supporting digital initiatives.
• Cloud computing, cybersecurity, and scalable platforms are critical components.
7. Agile Methodologies:
• Agile practices enable organizations to respond quickly to changing market conditions.
• Cross-functional teams and iterative development processes enhance flexibility and innovation.
8. Innovation and Ecosystems:
• Partnering with external ecosystems and startups can accelerate innovation.
• Open innovation and collaboration broaden access to new ideas and technologies.
9. Operational Excellence:
• Digital transformation should streamline operations and enhance efficiency.
• Automation and AI can optimize processes and reduce costs.
10. Measuring Success and ROI:
• Clear metrics and KPIs are necessary to track the success of digital initiatives.
• Regular assessment and adaptation ensure continuous improvement and value creation.
11. Change Management:
• Managing change effectively is crucial for digital transformation.
• Communication, training, and support help to overcome resistance and drive adoption.
12. Scalability and Sustainability:
• Successful digital initiatives must be scalable and sustainable.
• Long-term planning and resilience ensure continued growth and adaptability.
13. Ethical Considerations:
• Ethical implications of AI and digital technologies must be considered.
• Transparency, fairness, and accountability are essential for building trust.
14. Case Studies and Real-World Examples:
• The book provides numerous examples of organizations that have successfully implemented digital transformations.
• These case studies offer practical insights and lessons learned.
15. Future Trends and Predictions:
• The authors discuss emerging trends and the future landscape of digital and AI.
• Staying ahead of these trends is crucial for maintaining a competitive edge.

Five Critical Questions for Further Exploration

1. How can organizations balance the need for rapid digital transformation with the potential risks and challenges associated with implementing new technologies?
• Exploring risk management strategies and change management practices can provide insights into this balancing act.
2. What specific steps can leaders take to foster a digital-first culture in organizations that are resistant to change?
• Identifying best practices for cultural transformation and employee engagement can help address resistance.
3. How can companies ensure that their data analytics and AI initiatives are aligned with ethical standards and avoid biases?
• Investigating frameworks for ethical AI and data governance can offer solutions to these concerns.
4. What role do partnerships and ecosystems play in accelerating digital transformation, and how can organizations effectively leverage them?
• Examining case studies of successful partnerships can reveal strategies for effective collaboration and innovation.
5. How can businesses measure the long-term impact of digital transformation on customer satisfaction and loyalty?
• Developing metrics and KPIs that capture customer experience and loyalty over time can provide valuable insights into the effectiveness of digital strategies.

In conclusion, Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI is an essential read for business leaders and managers looking to navigate the complexities of digital transformation. Its comprehensive approach, backed by real-world examples and actionable insights, makes it a valuable resource for achieving sustainable competitive advantage in the digital age.

[Charles Reed · Rating 3 out of 5]

51%.
It's like when if you give a kid an assignment and tell them to give you information about how they would implement it, but they just do the CliffsNotes version and write down some very general information details about it that have no actual tangible way of translating into real advice. So it's like, okay, this was written as a guide and the person just did the most lazy outline possible without any actionable steps. Like if you ask them a question of, for example, how do companies implement AI? They would say, these companies implemented AI successfully. And it's like, okay, and how did they do it? But they never answer the question of how to do it or give any examples for implementation, which is ridiculous for a book that's specifically written to be technologically driven and a guide on how to implement things. There's no implementation. It just talks about general overviews and structures, not how you would organize or do any of it. When people say that that's a bunch of vague platitudes, they're spot on.

[Asya · Rating 3 out of 5]

The main audience of the book are executives or high level management in large organizations looking to digitally transform itself. The idea is that you first figure out WHAT you want to do, define a blueprint and a roadmap, and then in a systematic way identify the gaps and the needs to get there. In this storyline the book then offers an overview of best practices across key dimensions like talent management, operating model, technology, data management, digital adoption and scaling. There is a lot of useful information and clever advice that can be transferred also into smaller scale context for everyone looking to improve digital level and data mindset in the organization.

Between 4 and 3 starts, 3 stars in the end as some section could be more concrete and with less fancy word jargon.

[Grace · Rating 5 out of 5]

After the previous McKinsey book disappointment, I was initially hesitant to invest time on this book despite the Financial Times best selling book ranking. It's written by a senior partner at McKinsey with many wisdom and gems from countless real projects, so I gave it a chance. After listening through, I found it surprisingly practical with many templates that can be used in projects and real life. It's packed with field rated pointers about digital transformation up to date knowledge, there are also many interviews about the author online which I found helpful.

[Andrei ILchenko · Rating 4 out of 5]

This book provides a handy broad overview of what a modern digital enterprise, such as a bank, should have in terms of its capabilities. It covers digital roadmap development, talent development, operating model, data domain development, data governance and data products.

The target group of the book are senior leaders so it avoids nitty-gritty details of particular technologies. Yet it gives you enough context to benchmark your company against what the more advanced digitally-savvy peers are doing and helps you plan your digital agenda.

[Daniel Cadivich · Rating 4 out of 5]

Es un buen libro para entender cómo funciona una transformación digital en la big picture. Me parece que es muy bueno para directivos, C-Level, qué están en un proceso de transformación o buscan empezar con uno.

No recomendaría este libro a personas con poca experiencia en liderazgo o transformación. Necesitas tener al menos un par de proyectos/transformaciones para aterrizar bien los conceptos. Sin estas experiencias puede parecer poco sustentado.

[Kirill Protasenia · Rating 5 out of 5]

Thinking and justification logic in the book is similar to the one we used to in EPAM Systems. I like clear and simple language explaining foundational concepts of modern digital transformation and pillars it stays on. Ideal to be treated as reference manual with lots of useful diagrams and schemas. If you would like to run a successful outsource or consulting business - just implement everything written in the book.

[Aurélien · Rating 3 out of 5]

Tull of interesting information but a true brick.

The writers could have done a better job of making it better organized instead of having it (what felt like) jumping from one thing to another.

But the key information is there, the considerations to implementing a digital management style, a brief of technologies to think about...

recommended if you want to learn about it but be prepared to force yourself to read it even if you're interested in the subject

[Frank Luong · Rating 5 out of 5]

The excellence playbook for Digital & AI Transformation

🎉 This is one of the best book about Digital & AI transformation strategy. It brings best practices to help enterprise to build digital & AI competitive advantage. I would love if this book also gives more example case studies in different industries.

[Synthia Salomon · Rating 3 out of 5]

To put it succinctly, scaling transformations in this digital age requires a symbiosis of tech prowess with a deep understanding of human behavior. Whether you're a global conglomerate or a burgeoning startup, remember: in the realm of digital transformations, it's not about racing to the finish line but ensuring every participant is well-equipped and ready for the marathon ahead.

[Todd Christ · Rating 4 out of 5]

There was definitely a lot of buzz words in this book will probably have to listen to it two or three times to catch it. All the author makes all of the sun very easy, but we know this is an all year multimillion dollar process great job overall tons of info will definitely have to browse through the PDF.

[Anjar Priandoyo · Rating 2 out of 5]

This book by McKinsey is very clear guidelines on how to do transformation. You can use this as reference to do the digital transformation in the company. But, in reality to do this you don't get it by reading the book, but you invite consultant that can help you to create somekind of book version that customized to your company, which ironic that actually you can do it by reading this bbok.

[Luis Sarmiento · Rating 5 out of 5]

Es una guía practica

Este libro integra de forma ordenada los elementos necesarios para guiar una transformación empresarial. No es una receta, es un marco de referencia muy útil para líderes que participan en procesos de transformación digital, procesos de transformación por tecnologías de inteligencia artificial y remodelaciones de arquitecturas empresariales.

[Mohammad Ali Khawaja · Rating 4 out of 5]

A practical and comprehensive guide for companies to move into the digital world. However, the focus is for companies to be cutting edge and design new digital products and business models. It lacks focus on many companies who want to be average or above average and wants to adopt but not design digital solutions

[Andres · Rating 5 out of 5]

Gran libro de referencia

El libro provee una interesante guía en torno a las transformaciones digitales, que se debe tener en cuenta, cuáles son las prioridades y cuáles son mejores

[H A William · Rating 4 out of 5]

This book offers a nuanced perspective on integrating technology within non-tech firms. What truly stands out is its insightful discussion on how practices pioneered by native tech companies can be seamlessly adopted across diverse industries, whether in banking or even toy manufacturing.

[Jaume Sués Caula · Rating 3 out of 5]

General review of the transformation roadmap in the companies. Nothing new, but well structured with “consulting style”. Good reason for C-levels who want a quick understanding of the buzzwords, digital frameworks and other related concepts.

[Daniel Toran · Rating 5 out of 5]

Excellent guide for implementing a digital transformation roadmap. I recommend It!

[Alley Mcintosh · Rating 5 out of 5]

Super good from a business perspective at a high level. Also think it can serve an an intro to many for the topic

[Cannon]

listening to this as an audiobook meant I comprehended 30% of what is there

think this would be helpful more as something to reference back to