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projects will generate the most value for the company, in reduced cost
and greater efficiency, and which would just be nice to have?
They define categories of business capabilities where processes,
products, and actions can be digitized or otherwise improved through
the use of technology. The overarching goals and vision at one bank,
for instance, were centered on the tools and processes relating to the
user experience and how to ensure that customers and potential
customers could find the information they needed through the banks
new digital channels. For an insurance firm, the highest-priority tasks
and tools included those related to ensuring compliance with emerging
regulations. And for a retailer, the target end state was better customer
segmentation, which required moving toward a centralized database
and advanced-analytics capabilities.
Whats most important is that the IT organization partners with the
business on this step. According to recent McKinsey research, IT
organizations that actively collaborate with the rest of the business to
shape an overall business strategy that effectively employs technology
tend to perform better on a number of dimensions, including
provision of core services and the creation of a healthy organizational
culture.2Conversations should include the CIO and top IT leadership,
business-unit or business-domain leaders, and product-group owners.
Decide which changes to make across the technology landscape:
Systems, people, and processes
With information about the desired target state in hand, IT leaders can
consider how and whether to make specific changes to elements of the
IT architecturefor instance, front-end applications, middleware
years. Then it made a series of decisions to try to close the gap between
the two.
bank mapped application redundancies and identified all point-topoint interfaces. It documented its desired future capabilities and
design principlesfor instance, the ability to write code once and use it
everywhere, and minimal interdependencies among interfacesand
used that as a guide to determine which parts of the existing system
could be reengineered, discontinued, or rebuilt from scratch. The bank
built a multichannel management module, and the most advanced
branch was reengineered so that all channels could use its
components. Those components that shared similar functionality were
grouped together under one module. To avoid writing these modules
from the ground up, the most advanced and comprehensive elements
were reused and reengineered (if needed). Old components were
decommissioned and new ones set up and tested in a relatively short
period of time. Front-end integration layers were migrated to the
cloud and managed using agile methodologies.
In response to the teams review of business and IT capabilities and
operations, the bank introduced agile development practices across
the organization (not just in a pilot). This move had a second-order
benefit of attracting new talent; developers were lured in by the
promise of getting modern and challenging assignments, as well as the
chance to be creative, rather than simply taking requirements from the
business and making them happen in a mainframe environment. The
bank also established a data repository and built a platform for master
data management and analytics. This change allowed the bank to
target customers more accurately with products and services. It also
made it easier for risk officers to find information required to fulfill
regulatory requests. By creating a single hub for collecting, processing,
accessing, and delivering data, the bank has been able to continually
update its analytics programs and methodologies, ensuring that it will
be able to adapt as the market and customer needs change.
22:20
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That said, its been very much a story of, if you will, quantity over
quality. So thats simply that the strategy in China was all about simply
showing up. Literally building something and then people would come
there, and almost anything they would do would be more productive
than what they were doing before.
Today, infrastructure stock, as a share of GDP, is over 70 percent,
which is roughly the world average. Now its less about showing up
and making those investments than, What are we doing with those
investments? And how good a job are we doing in making those
investments? And how do these investments translate into real
economic productivity, quality growth? Thats the transition. Its
from quantity to quality, and from, How much of it are you
doing? to, How well are you doing it?
Cecilia Ma Zecha: Kevin, why do you think its urgent for China to
make that transition now?
Kevin Sneader: There are several reasons to urge a more rapid
move from what Jonathan has described as showing up, to actually
being productive. And the reason for this, I think, stems from both an
opportunity and a challenge. The opportunity is that there really is a
potential here for China to take the next step in terms of consumption
and actually create an economy that has a more inclusive nature to it
and has the potential to allow members of the Chinese economy to
participate in a way that some have not.
Let me put some numbers behind this. What is quite striking today is
that the rate of growth has seen 600 million people raised out of
looking at China, you hear the headlines and you get a lot more
nervous.
Thats a disparity if anything is growing. But domestic Chinese
businesses and their leadership, or businesses in China, they remain
quietly confident because theyve already been through a lot. Quite
frankly, they remember from where they came. If you remember from
where they came only a matter of years ago, you can see why they see
reason to believe and be the optimists that many of them are.
Jonathan Woetzel: We underappreciated exactly how
entrepreneurial Chinese society is. There have been more
entrepreneurs in China than anywhere else on the planet for the last
decade. Were in the era of the Carnegies and Mellons and Rockefellers
and Rothschilds, for that matter. Dynasties are being created now.
Kevin Sneader: The other reality is Chinese companies have a
number of areas where they still need to hone the skills needed for
success. A simple area: branding. If you look at China, despite the
enormous growth of its consumer-goods sector, it only has two brands
in the top 100. That talks to a skill gap on the creativity side which still
needs to be closed in the area of consumer goods.
More generally, theres still work to be done in the R&D area when it
comes to science-based breakthroughs. China still does not pull its
weight in areas like pharmaceuticals. Now again, there are an awful lot
of entrepreneurs working on both those topics. Ive certainly spent
quite a bit of time with Chinese business leaders on the subject of
branding, and trust me, they will crack it. Its just a matter of when,
not if.
Cecilia Ma Zecha: The report highlights five opportunities to raise
productivity: better serve the middle class, using digital technologies,
and improving business operations, and so forth. Can you talk a little
bit more about them, Jonathan?
Jonathan Woetzel: These opportunities are, first of all, theyre all
getting attention by the folks that are in China. We drew those five by
looking at that top quartile of companies, the ones that are the
outperformers. These are the things that they are doing. Theyre
globalizing, theyre digitizing, theyre focusing on the middle-class
consumer. And they are trying to move up the value chain. These are
the habits of the successful companies.
As to which ones will really move the needle, Im actually probably
where Kevin is in terms of the value-chain opportunity. If we just look
at what is the opportunity for branding, and for higher productivity of
products and services. China earns half the margin in pharma of what
its OECD counterparts do, Chinese companies do. That, or, for that
matter, in semiconductors. If they or any other sort of innovationintensive industries, theres just a massive opportunity for Chinese
companies to capture the fruits of their labor, if you will, or of their
talent.
Anything that can be done to raise services productivity will have a
huge multiplier effect. In the case of China, the ability to bring a better
product or service via the web to the Chinese to consumer pays off. Or
dont realize exactly how fast youre passing the landscape until you
either get off the train, or the train hits you. Most people need to look
at how quickly events are changing in their industry, how quickly
Chinese competitors are entering, and how quickly the Chinese market
is becoming the market. Then, step back and say, So, where do we
fit?
Voices on Infrastructure,
Number 3Read the issue
This economic infrastructure creates jobs and thus growing demand
for residential and civic infrastructure, such as housing, schools,
healthcare facilities, and recreation. KAEC builds this civic
infrastructure to scale.
The ghost cities developed elsewhere are an eloquent example of the
risk of building for long-term end use without an economic base.
Facilities that lie idle until the population expands to support them are
expensive to maintain. In a private-sector model, however, facilities
must be economically viable almost from the outset to mitigate
maintenance costs. Infrastructure is built to meet near-term
projections and then expanded as the economic cycle gains
momentum.
KAECs main medical center at the moment, for example, is a
secondary-care facility providing emergency support, general
medicine, laboratory services, and a rotating schedule of specialist
clinics. There is insufficient demand for a full hospital in the city today.
In the past few years, we have seen digitization bring its first
benefits to the industrial sector, particularly in processing
andmanufacturing, yet enormous untapped potential remains. Digital
capabilities such as e-commerce platforms can significantly improve
traditional customer-supplier experiences. Additional advances in
automation, big data and analytics, and the Internet of Things create
additional opportunities for substantial gains along the entire industry
value chain.
Another industrial revolution
Further changing the rules of the game are the decreasing costs of new
processing technologies such as additive manufacturing and advanced
robotics. For example, 3-D printing costs came down by 60 percent
between 1990 and 2014, and industrial robot costs decreased 5 percent
annually between 2000 and 2012.
Put concretely, what does digital bring in terms of performance jump
across functions? Lets start by looking at operations, where our
experts have recently shown that the impact potential is significant
across all functions (Exhibit 1).
Exhibit 1
intensity of the flame driving heat through the kiln. The process
has resulted in fuel savings as high as 6 percent and a lime
throughput increase of 16 percent.
Exhibit 2
Sidebar
Pricing
To get ahead of threats like this, industrial companies can use digital to
transform and extend their own business models before change is
imposed on them by attackers reshaping their industry. Some
incumbents are joining digital platforms and B2B marketplaces to
aggregate demand and sell direct to end users. BASF, for example, was
the first chemicals company to sell products online through Alibaba.
Other businesses, such as the 3-D printing start-up Sculpteo, are
selling services rather than products. Still others are offering their
manufacturing capacity as a service to third parties.
But are companies ready?
Companies that want to get ahead of the digital pack would be wise to
take five key steps:
Exhibit 3
A recent study revealed that medical errors are the third-mostcommon cause of death in the US after cancer and heart disease,
accounting for more than 250,000 deaths every year.4Addressing
these issues and the variations in care practices and quality that cause
them is another priority for all countries.
and patient care, such as IBMs Watson, Syapse, and Flatiron Health,
will emerge and mature.
Analytics also promises to support drug and device developers in
many ways, such as by helping them identify the patients likely to
respond best to a particular drug. In addition, the use of medicoadministrative databases can in some cases provide a more effective
way to address requirements for real-life drug evaluation and
monitoring.
Finally, the collection and publishing of data on outcomes and quality
of care can also allow healthcare systems to modulate tariffs and
orchestrate competition among providers based on their quality of
care, and should be a major lever for raising the overall standard of
care across healthcare systems.
Through process automation. Many healthcare processes can be
digitized, including appointments, logistics, patient records,
admissions, human resources and rotation management, and billing.
In addition to providing efficiency gains, automation can also improve
patient care: for instance, remote monitoring of intensive-care units
via patient sensors and a central control room led in one case to a 22percent reduction in mortality rates and a 23-percent reduction in the
average length of hospital stays. Digitization can also bring significant
benefits in the area of clinical trials, such as improving the efficiency
and reliability of clinical data collection and trial monitoring and
optimizing trial design through the use of modeling tools.
Create incentives to support new practices and mindsets.Digitization involves a shift toward a more data-driven
culture with continuous and transparent evaluation of
professional practices, that in turn requires changes in the mindsets of healthcare professionals. To achieve such a shift, providers
need to develop and communicate a clear change story that
outlines the benefits as well as the risks of a digital
transformation.
Emerging markets can tap the potential of digital in the food chain
through innovations such as precision agriculture, supply-chain
efficiencies, and agriculture-focused payment systems.
Precision agriculture is a technology-enabled approach to farming
management that observes, measures, and analyzes the needs of
individual fields and crops. By allowing farmers to apply tailored care
and manage water more effectively, it boosts production, improves
economic efficiency, and minimizes waste and environmental impact.
Is cybersecurity
incompatible with
digital
convenience?
Imagine this common scenario. Two customers log onto your site
at the same time. The first one struggles to remember his log-in and
password, goes through a password-reset process, and winds up
feeling frustrated at what seems like a clunky process. He thinks Why
cant this site just remember my password for me?
The second enters her password and gets right into her accountand
then worries that, in an age of escalating cyberattacks, your site does
not seem very secure. She would have appreciated a second challenge,
or even the delivery of a secure one-time password giving her access to
her account information.
These two customers have very different expectations about their
digital security: One values convenience, the other security. How can
you possibly make both of them happy? Our research and experience
indicate that there is, in fact, a way.
The solution lies in changing the way companies think about both
digital security and digital experience, moving away from a one-sizefits-all approach to a more granular understanding of how different
customers think and feel about their security experiences. For decades,
customer segmentation has been a crucial strategy for the disciplines
of marketing and sales. It is time to put it to work for digital security.
By focusing on the range of customer journeys, companies can deliver
a superior digital experience without compromising either customer
perception of security or the underlying risk exposure for the
enterprise.
What its worth
Finding the right balance between convenience and security for customer segments
Companies could, for instance, allow for basic account access without
any specific authentication (e.g., view account balances), but require a
password for monetary transactions and a one-time SMS password for
high-value or unusual actions (e.g., changing mailing address). This
could be further segmented based on customer desire, tolerance, and
expectations. For convenience seekers, low-risk transactions could
require only that they be using an already registered device, whereas
high-risk transactions would require a password.
D. Exception management. When something goes wrongpasswords
or usernames are forgotten or unusual activity occurs on the account
only the security-seeking minority will appreciate having to jump
through hoops to identify themselves. For them, this offers
reassurance that hackers cannot easily gain access. But most
customers will want a quick resolution to the problem. Slack, a
messaging and communication start-up, has pioneered an innovative
system that sends users who have forgotten passwords an email with a
magic link to automatically log them in. Capital One prompts users
to call for forgotten passwords and uses communication to help
minimize frustration, putting the blame on itself (We are having
trouble signing you in) (Exhibit 2).
Exhibit 2
they may have forgotten) and view it as both secure and convenient.
The remaining 20 percent prefer a verification phone call.
2. Make the experience clear, simple and consistent for all customers
not to use them vs. those who did, or those who opt to have a password
reset by email vs. a phone call. This data can be augmented by
carefully worded customer surveys to further identify preferences and
pain points.
The second capability is customer-centered design. This means that
every initiative is framed by the question, How will this affect or be
received by customers? Part of delivering on this approach entails
empowering customers with various simple but noninvasive options.
One simple example is to accept all passwords but provide a red,
yellow, or green indicator for password strength, letting customers
calibrate based on their preferences.
Lastly, it is critical for companies to have sophisticated security and
technology expertise. In order for changes and innovations to have a
net positive impact and not create genuine security risks, companies
must understand the latest fraud and hacking threats and exposures
from both a legal and technical point of view. This way they can
distinguish between cases where risk exposure is minimal and thus the
allowance of customer preferences is acceptable, and instances where
additional monitoring or controls may be necessary. Creating a
successful customer-authentication team requires directly engaging
with the security and fraud teams early on in the customer-experience
design processinstead of seeking their review after the fact.
The new era of the customer requires that companies think of security
and ease of use as compatible goals. Instead of focusing exclusively on
how to enhance protections in the back office, companies need to
How advanced
analytics can drive
productivity
make data and analytics more than just buzzwords, companies
need to think about whether theyre following best practices, hiring the
best talent for their needs, and getting what they want from their data.
In this episode of the McKinsey Podcast,McKinsey senior partners
Nimal Manuel and Bill Wiseman talk with Cecilia Ma Zecha about how
more companies can make the best use of the data they collect and
what the potential is for advanced analytics to help both business-toconsumer and business-to-business companies.
Podcast transcript
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Bill Wiseman: When you just look at some basic statistics, like the
fact that half of the worlds data was created just in the last ten
months, meaning that half of the worlds data, in the history of
mankind, was created in less than the last year. Its just truly shocking.
The pace of change that were seeing is completely radical. I serve
primarily industrial companies, and the way that I seecompanies
taking action and using that data really is to drive another wave of
productivity.
You had the wave of lean, you had the wave of outsourcing, and now
were seeing the wave of productivity driven by data and analytics,
enabling organizations to refine the way that people work together, the
way that processes perform, and the way assets are productive. If you
think about an oil well, for example, youve got more than 300 sensors
downhole that are spewing out data at the rate of about a gigabit a
second, in some cases.
Video
data driven, its got to be analytics oriented, and thats how business
decisions have got to be made, on the commercial side as well as the
operations side. The interesting thing is we are starting to see more
and more use cases and applications of this data, but its nowhere near
at scale.
Cecilia Ma Zecha: And why is that? What are the challenges that
organizations face in adopting analytics? Bill?
Bill Wiseman: The biggest thing I see actually has nothing to do
with data science or mathematics or data storage, it has to do with
legal and governance frameworks. Most of the clients I work with are
multinational. Theyre dealing with different legal domains across
countries. Theyre dealing with different issues of consumer
protection, different levels of employee protection.
Just having a legal framework around what data they can use and what
they cant, and how they can process it and what theyre allowed to do
with itits a massive challenge, just getting your head around the
legality of what youre allowed to do with the data that you have, what
consumers are allowing you to do with it, what employees are allowing
you to do with it. Generally, when youre signing someone up for a
subscription service, or when youre collecting subscriber information
or customer information, theres an implicit or even an explicit
promise of trust that the information is going to be secure, and youre
going to do with it only what you need to do with it. You hear a lot of
times from companies, Oh, we anonymize everything. That still gets
people a little bit scared, and they have that inclination to protect some
information from you.
Nimal Manuel: The other angle in this is more the regulatory angle.
And here the onus is on policy makers to make it clear in terms of
where those boundaries are. In many markets, there are, increasingly,
data-protection laws and confidentiality laws, and this is appropriate.
But the law is not clear in all countries. So companies, especially
multinational companies (MNCs), struggle with where is the white
versus where is the gray.
Cecilia Ma Zecha: Are there organizational barriers, Bill?
Bill Wiseman: Let me take a step back. One of the terms that you
hear used in advanced analytics is the concept of a data lake.
Cecilia Ma Zecha: A data lake.
Bill Wiseman: A data lake. And what that basically means is pulling
data out from all of the siloed systems across an enterprise, pulling it
and linking it all together so that you can look at that in any one of 50
or 100 dimensions. It enables you to find massive amounts of insight
because none of this data has really been linked before.
That comes with political cost a lot of times for business units because
if you think about five executives, all vying for the next CEO job, they
all want to retain as much of their own personal capital as they can to
be able to succeed. Sharing what they would perceive as proprietary
information with some of their so-called competitors, which are
obviously business units in the same organization, why would they
want to do that? Id much rather retain control of my own information
for my own benefit. You also run into challenges of data spillage. So,
Hey, I have this data on my customers. If I put it in the lake and the
IT system leaks that out somehow, its no longer in my control.
That creates a new category of risk that executives never really wanted
to face before. Sure, there are organizational barriers. Were going to
have to get over that.
Cecilia Ma Zecha: Nimal, do you agree with that? You have to really
put in the right incentives to encourage silos to create this data lake
and make it operational.
Nimal Manuel: Data and proprietary data is power. You need to find
ways to motivate and incentivize people to share that because its often
not in the interest of any particular executive to do so. Now, thats one
kind of insights to go and pull out and use. That kind of business-led
approach does tend to be more effective, at least in the experience that
I have. Nimal, is that in line with your experience?
Nimal Manuel: I fully agree. Lets take a commercial example, right?
It needs to be business led, by the chief marketing officer (CMO) or the
CMO equivalent. But then again, he needs the chief information
officer (CIO) to be working with him. I call this a marriage of the CMO
and the CIO.
For a commercial use case, it needs to be CMO-led, business-led, in
terms of directing where the value is and what I want done, but then
working hand in hand with the CIO on what needs to be put in place in
terms of what data I need in the data lake. What analytics I need
applied to the data, what IT stacks need to be upgraded to automate a
lot of this, are all anchored on the business priority put forth by the
business-unit head or the CMO.
Cecilia Ma Zecha: It sounds to me like there are connections to the
talent question. How do you look at the issue of talent in making
analytics work for companies?
Bill Wiseman: Talent issues are myriad. If you think of the new roles
that these opportunities create, youve got the plumbers of the data
lake. I like to call these people data engineers. These are the folks that
are breaking data out of those silos, putting it in the lake, and making
sure that theyve got real-time feeds set up so that this can be kept
fresh over time.
Cecilia Ma Zecha: Is there a shortage of people with that expertise?
Bill Wiseman: Theres a shortage of good ones, thats for sure. That
shortage depends on where youre looking. If youre looking in a place
like the United States or somewhere in Europe, theres a huge shortage
of these.
I would say there are great talent sources. Indias a great source of
talent for data engineers. Its all a question of global mobility.
The second role that people always point to is the role of the data
scientist. These are the mathematicians who understand how to do
complex algorithmic and model-building tasks and can make
something out of that dataa descriptive model or a prescriptive
model or a predictive model.
Then probably the least appreciated, but the most rare and most
important individual, is the person who links the business domain
with the data science. Understanding whats in the realm of the
possible, what can be digested by the business, and, frankly, how to
close the last mile between the insight that the data scientists are
coming up with and the predictions theyre making, and how to go out
and drive business impact with that. Thats a very rare individual.
Nimal Manuel: At McKinsey we call those the translators, the folks
that can bridge between the technical and the business. These are
people who can roll up their sleeves and can understand the statistics,
can code in RSS on the one hand but have sufficient business evidence
to be able to apply that to a business issue, as opposed to getting lost in
the technical duty of the solution. Thats very hard to find.
You either find folks who talk a good talk on the business side, but
cant really roll up their sleeves, or folks who are a bit too immersed in
it and cant elevate themselves and look at the business challenges.
You can find the pure technical data scientist. Its not easy, but you can
find them. Finding these translators is the biggest challenge.
Cecilia Ma Zecha: So weve talked about a host of challenges. What,
then, is the business case or the best-case scenario? Share with us
some impact stories that you may have seen.
Nimal Manuel: Well take pricing. How do I set pricing in an
effective, segmented fashion? Both for what we call above the line,
meaning pricing that everyone sees, mass kind of pricing, as well as for
more targeted, segmented pricing.
As you can imagine, theres a ton of value to being able to deploy
analytics to understand different segments of consumers, their
willingness to pay, what extent of that surplus companies are leaving
on the table today, and how you can price in a more segmented fashion
to capture all that surplus. On the one hand, its very simplistic saying
it that way. But the amount of analytics that go into understanding the
elasticities of individual segmentsit takes quite a lot of work.
Now many organizations get it wrong and lose a lot of value to pricing.
So its low-hanging fruit in the sense that its a very strong and easy
lever to pull, but its challenging to get right, and analytics can really
help inform the decision.
Cecilia Ma Zecha: What about you, Bill? Where have you seen
analytics really work and take off for companies?
resources was a good thing. Then we recognized that we had about half
as many as we needed. We needed to scale the total number of
technical sales resources that we had.
It was very interesting because the hypothesis going in was, These
people really dont add a lot of value. We might want to just get rid of
them. That was totally the opposite of the outcome. Another
counterintuitive insight that I saw some clients get to was when we
were looking at large engineering forces. A lot of times in a productdevelopment organization thats churning out hundreds of products a
year, engineers are staffed in pools.
You have a pool of software engineers, a pool of mechanical engineers,
a pool of electrical engineers. If youre going to design a product, you
pull a team of engineers together, and thats who is assigned to that
project team. Its always a question of, Do I dedicate resources to a
project? Do I fragment them across a certain number of projects?
Oftentimes thats not managed.
So you get an engineering chest-thumping culture, where a software
engineer wants to be on seven different projects, or an electrical
engineer says, No, I really want to focus and shut my door and get
work done. By going through and mining years of real experiential
projects, you can get down to answer the question of what is the right
level of fragmentation that you want in your engineering workforce.
Its quite interesting that you find, by domain, its very different. You
would think its different by individual, but in reality its not. At one
company, and this probably is not something you could extrapolate,
we did not find the limit to which you could fragment software
engineers. We got up to 12 projects. We were fragmenting software
engineers on a given week across 12 different projects. Their
productivity was continuing to increase.
We never did find that limit. We found the limit with mechanical
engineers. The limit was two projects. If you span them across more
than two, their productivity started to drop. This was very
counterintuitive, and it led to building almost a smart staffing tool, so
that when youre dealing with a 7,000-person pool, youre able to
much more intelligently deploy resources across projects.
That led to massive lifts in productivity. They were able to get products
out in 20 percent less time, with over 20 percent less engineering
hours of input. That leads to either better product-velocity output,
which leads to better pricing, or it leads to a better cost position. The
impact is definitely there, when youre talking about top-line growth or
youre talking about cost to develop.
Nimal Manuel: One of the things Bill said just now was focus on the
business, not the technology. Thats critical. The first thing is
creatingalignment within the organization of where the business value
is. What are the two, three, four, five use cases Im going to prioritize?
Thats so important because that then allows the whole organization to
engineer the analytics engine behind those use cases, those three to
four priorities. Thats very important.
Number two, Bill and me were talking just now about this concept of
how you architect the big data or the analytics journey. And, again,
youve got to be pragmatic about this because you need momentum up
front, which means you need a few quick wins. You dont want to be in
a position where youre trying to pull together a big data-scientist team
or a big IT infrastructure and then two years down the road, start
thinking what to do with it.
Video
You want to be in a scenario where you use whats available. You beg,
borrow, steal, get some early wins. Once everyones a bit more
convinced that theres value here, then youmake the bigger
investments and scale up and automate and all that good stuff. But get
a few wins early in the game.
Bill Wiseman: I think thats completely right. The only thing that I
would add to build on what Nimal said is getting that couple of use
cases right, where business leaders in your organization can see the
impactits going to generate a lot of pull.
The other thing I like to see CEOs doing with their top teams is really
drawing inspiration thats new and a bit farther away from their
business, so they can, again, see what is truly possible out there. You
can look from business. But I wouldnt limit yourself just to business. I
would look at sports. Moneyball was a fantastic story about reshaping