« Hyo Yeon is Head of the Experience Design team at McKinsey & Company’s Digital Labs, whose client base includes the world’s largest and most complex companies. Yet her background and what she does may appear to be totally antithetical to traditional consulting; she works on rapid concepting and prototyping. As Hyo puts it: Digital Labs is there not only to think, but also to build to quickly get to market for customer input. It is a way to iterate design, “live”. »
“Digitization and automation are great, great, great but then it gets to a position where it becomes creepy and weird. You get a feeling there is something slightly wrong about it
just being a designer – without data – is no longer a valid career.
This will usually mean actively injecting the outside world – and particularly the world of the customer – into a problem they are trying to solve.
We tend to start with discussions about how the world is, how people are behaving, what customers expectations are – and then get into the digital experience to address them.
“The consumerisation of businesses has meant that all of our expectations about how work happens in the enterprise are changing. Until recently it was all about the technology that was the distinguishing factor. Now you can go as fast or as long as you like with technology but it’s not the quantity it’s all about the quality. You have to start to think about behavioural need of users and how they will react. So now when we look at platforms, it is not just about the technological specification but also how people will use it and whether they will adopt it. It is about customer empathy.”
The theory is that by putting the right mixed bag of people into the same space they are able to solve complex problems in a fraction of the time of traditional work streams. It works because you have the key players from technology, legal, product and marketing, etc in the same place for concentrated bursts of time.
“Co-creation feels a bit like a rogue effort right now. Technologically sophisticated people in large companies just decide that they are going to adopt a piece of technology.
“We are going through a transition from physical to virtual. When dealing with clients you never know where anyone is physically bit it does not matter because you are in 24/7 constant contact regardless of location.
“The data informs us about where the opportunities are.
“But organisations are not set up to work in an agile way. These vertical silos are resistant to cross-functional collaboration. There is a reticence to get something out into the market before it’s perfect.”
Everything is in hyper-speed now. There might be a member of our team in India who has a crisis and it does not matter that it is the middle of our night – you have to get online and help.”
« Nous avons rencontré Alain Bensoussan, l’emblématique avocat spécialiste du numérique. Il est à la tête d’un cabinet de plus de 100 collaborateurs à Paris, et a récemment fondé l’Association du droit des robots (ADDR) pour appeler à la création d’un cadre juridique propre à la robotique et coécrit un ouvrage intitulé « Droit des robots « »
« n my last post, I took a stab at defining the Digital Mindset from the perspective of different roles and responsibilities in the organization. In doing so, I used several terms, some industry standard and others that are emerging so with this follow up post I thought I’d provide more color on my definition. »
« Most organisations often don’t get much further than the first point. They focus on hiring and developing digital leaders who have the technical skills to create ‘digital’ solutions. However just hiring digital leaders alone is not enough to thrive in the digital age. »
They have the technical skills and motivation to help digitally transform their organisations but the culture or formal structure in the organisation is blocking changes. They often felt that their organisations didn’t fully understand what becoming ‘digital’ looks like.
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