Every couple of weeks, they build some new part of the journey. The teams will work in what we call agile sprints. And it might have some people from the legacy business, which helps with the whole culture change-so people from risk and operations and other parts of the business that are relevant to reimagining this journey. The team will generally have people from the digital factory, so people like designers, developers, product owners. What you’ll have is a cross-functional team that comes together for a period of time to reimagine and build something really new for the bank. Usually each of these teams will be eight to 12 people, and they’ll be working on projects that build the digital capabilities of the organization.Īs an example, a common thing for one of these teams to be working on is digitizing a customer journey like credit-card onboarding or small-business account opening. You can think of a digital factory as a construct of ten to 50 teams, squads, pods, whatever the name is. This is generally a place where teams will work in very different ways than they may work in the rest of the organization. Rohit Bhapkar: Building off what Joao was talking about, one element is the culture and the operating model of the digital factory. So the digital factory ends up being the setting of a whole new set of rules that allow people to work differently and give the senior team the space to then just sponsor it and support it instead of fighting every single fight, every single day.īarr Seitz: Rohit, what exactly is a digital factory? Can you explain what one looks like, how it operates, and maybe give an example of a digital factory in action? It’s OK to host a number of things on a quasi environment, for example. It’s OK to use a different technology set. Within that digital factory, it’s OK to work in an agile manner. A digital factory is basically an organizational construct where you end up allowing for a number of rules to be different. But a CEO or a senior-executive team cannot spend all their time paving the way for it to happen. Oftentimes, the CEO and most senior people pay a lot of attention to those pilots, and they help bend the rules or they just dictate that, for that short period of time, it’s OK to do as they do. Google Podcasts Apple Podcasts Spotify Stitcher RSS Listen to previous episodesĪnd it’s OK to do it in a pilot. They need to break the rules on how to allocate people into the initiative, or how to fund the initiative, or even what technologies to use or what project models to use. The issue that most companies face is that, when they start doing digital transformations and digital projects, they realize that they need to break a lot of rules. Why is that? And why is setting up a digital factory one way to address that issue? In your article, you make the point that companies have had plenty of successes with small-scale digital pilots, but they start to run into real problems when they try to scale those digital programs across the business. Joao, I’d like to ask you the first question. They are also the coauthors of the article “ Scaling a transformative culture through a digital factory.” For today’s conversation, we’ll be discussing what a digital factory is, how senior leaders can overcome the management challenges in setting one up and running it, and what it takes to get started. I’m Barr Seitz, global publishing lead from McKinsey’s Marketing & Sales and Digital Practices, and I’m very happy to be joined today by Joao Dias, a partner based in McKinsey’s Cologne office, and Rohit Bhapkar, a senior partner in our Toronto office. How a digital factory can transform company cultureīarr Seitz: Hello, and welcome to the McKinsey Podcast.
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