The numbers behind successful transformations
成功转型背后的数字
Skip to main content
跳到主要内容
McKinsey & Company Home/McKinsey Quarterly
麦肯锡公司总部/麦肯锡季刊
October 2019 | Article
Crunching the numbers on transformations suggests good news for companies that go broad, move fast and renew often, prioritize health, and keep stretching their aspirations.
对转型的数据进行分析，对于那些走得更远、行动迅速、经常更新、注重健康、不断扩展抱负的公司来说，是个好消息。
By Kevin Laczkowski, Tao Tan, and Matthias Winter
“What gets measured,” Peter Drucker famously observed, “gets managed.” One might add a corollary that what goes unmeasured—or gets measured only superficially—risks being mismanaged or, at least, undermanaged.
彼得德鲁克（Peter Drucker）曾有一句著名的评论：“衡量的东西会被管理”，人们可能会加上一个推论，即不被衡量的东西或只被表面衡量的东西有可能被管理不当，或至少是管理不善。
So it is with transformations. As we’ve noted before, the term “transformation” can be vague, and it too often refers only to minor or isolated initiatives. What should define a transformation is in fact the opposite: an intense, well-managed, organization-wide program to enhance performance and to boost organizational health. And the results should always be measured.
转换也是如此。正如我们之前所指出的，“转变”这个词可能是含糊不清的，而且它常常只指微小的或孤立的举措。事实上，应该定义变革的恰恰相反：一个紧张的、管理良好的、全组织范围的计划，以提高绩效和促进组织健康。结果应该一直被衡量。
Transformatics: Inside the metrics of transformation
转换学：转换度量的内部
As part of an analysis we term “transformatics,” we’ve built the capability to measure the data set we’ve assembled of more than 200 large transformations stretching back nearly a decade. More recently, we isolated the 82 public companies that had undertaken a full-scale transformation and had an observable 18-month transformation track record to see what we could learn from a statistical analysis of their experiences. The research highlighted four indicators that showed a statistically significant correlation with top-quartile financial performance during the 18-month test period (for more about the methodology, see sidebar “Transformatics: Inside the metrics of transformation”). Taken together, the four indicators suggest some potential lessons for senior managers seeking to maximize the odds of a successful transformation. Let’s look at each in turn.
作为我们称之为“transformatics”的分析的一部分，我们已经建立了测量数据集的能力，我们已经收集了200多个大型转换，这些转换可以追溯到近10年前。最近，我们对82家进行全面转型的上市公司进行了隔离，并对其18个月的转型记录进行了观察，看看我们可以从对其经验的统计分析中学到什么。这项研究强调了四个指标，这些指标在18个月的测试期内与前四分之一的财务表现具有统计上的显著相关性（有关方法的更多信息，请参阅侧栏“Transformatics:Inside The metrics of transformation”）。总而言之，这四个指标为高级管理者寻求最大化成功转型的可能性提供了一些潜在的教训。让我们轮流看。
1. Go big, go broad
一。走大，走宽
The first indicator of top-quartile transformation is the scope of the effort itself. Successful companies, our findings suggest, typically favor an all-in, enterprise-wide transformation, rather than constraining the transformation to individual business units or functions. A more comprehensive scope increases the chances of creating value-generating opportunities across functions. This was the case for the basic-materials company whose story is described in the sidebar “The power of scope: A case study.” It also proved effective for a consumer-goods company we know whose leaders designed a series of transformation processes to harvest the fruits of improved integration across the company’s supply-chain, manufacturing, and sales units.
顶四分位数转换的第一个指标是工作本身的范围。我们的研究结果表明，成功的公司通常倾向于全方位、全企业范围的转型，而不是将转型局限于单个业务部门或职能部门。更全面的范围增加了跨职能部门创造创造价值机会的机会。基本材料公司的情况就是这样，它的故事在侧边栏“范围的力量：一个案例研究”中有描述。事实也证明，对于一家我们知道的消费品公司来说，它的领导者设计了一系列的转型过程，以收获公司供应链、制造业改进整合的成果，以及销售部门。
The power of scope: A case study
范围的力量：一个案例研究
By William Fookes, Ignacio Marcos, and Alejandro Sandoval
作者：威廉·福克斯、伊格纳西奥·马科斯和亚历杭德罗·桑多瓦尔
In a business, the parts link together and compose the whole. To improve the whole, then, you have to improve the parts—right?
在一个企业中，各个部分连接在一起，构成了一个整体。为了改善整体，那么，你必须改善部分，对吗？
That’s the conventional wisdom: improve one part at a time, then move to the next part, methodically and consistently. This traditional view sounds sensible but appears to be wrong. Research by our colleagues shows that the most successful performance-transformation efforts cut across business units and functions, target both the top and bottom lines, and engage a substantial share of the workforce. Those findings are consistent with our experience, which is that cross-functional operations transformations—emphasizing the interactions between product development, procurement, manufacturing, supply chains, capital expenditures, and services (exhibit)—typically outperform their single-function counterparts by between 30 and 40 percent.
这就是传统的智慧：一次改进一个部分，然后有条不紊、始终如一地转到下一个部分。这种传统观点听起来很合理，但似乎是错误的。我们同事的研究表明，最成功的绩效转型工作跨越了业务部门和职能部门，瞄准了最高层和最底层，并吸引了大量员工。这些发现与我们的经验一致，即强调产品开发、采购、制造、供应链、资本支出和服务（展示）之间相互作用的跨职能运营转型通常比其单一职能同行的表现高出30%到40%。
Exhibit
展品
We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: McKinsey_Website_Accessibility@mckinsey.com
我们努力为残疾人士提供平等访问我们网站的机会。如果您想了解有关此内容的信息，我们将很高兴与您合作。请发送电子邮件至：McKinsey_Website_Accessibility@McKinsey.com
The experience of a company in the basic-materials industry vividly illustrates the power of scope in transformation efforts. The company started with a seemingly narrow problem: a need to optimize the way it used its fleet of trucks, which carried raw materials to manufacturing centers. The executive team hoped improvements would save the company $5 million.
一家公司在基础材料行业的经验生动地说明了范围在变革努力中的力量。该公司从一个看似狭窄的问题开始：需要优化其卡车车队的使用方式，这些卡车将原材料运送到制造中心。执行团队希望改进能为公司节省500万美元。
By taking a broader perspective on ways to maximize truck usage, the leaders found that every string they pulled and every question they asked connected the trucks to some other part of their operation. Truck use would be better if the company redesigned its internal road system and loaded materials more thoughtfully, in ways that matched the production process for different feedstocks.
从更广泛的角度来看，最大限度地利用卡车的使用，领导人发现，他们拉的每一个字符串和他们提出的每一个问题都把卡车连接到他们的操作的其他部分。如果该公司重新设计其内部道路系统，并以与不同原料的生产工艺相匹配的方式更仔细地装载材料，卡车的使用将更好。
In the end, the executives realized, no part of the company stood by itself. Every function connected to other functions. And that meant the company needed to scrutinize not just its truck fleet but also its entire end-to-end process, from understanding its customer needs through to the delivery of the finished product. Addressing the entire chain of value, in turn, would open up larger opportunities to grow the business by delighting customers: providing them with a mix of products better suited to their needs, for example, thereby helping them to boost quality and reduce inventory levels.
最终，高管们意识到，公司没有一个部门能够独善其身。每个函数都与其他函数相连。这意味着该公司不仅需要审查其卡车车队，还需要审查其整个端到端流程，从了解客户需求到交付成品。反过来，解决整个价值链的问题，将通过取悦客户，为企业带来更大的发展机遇：例如，为客户提供更适合其需求的产品组合，从而帮助他们提高质量和降低库存水平。
As the basic-materials manufacturer identified the places where each piece of its operations intersected with other pieces, leaders also recognized opportunities to introduce systems that shared raw-material information more broadly, and highlighted additional possibilities. By applying advanced analytics, for example, the company optimized the positioning of raw-material processing equipment—a step that brought an additional productivity increase of 20 percent.
由于基础材料制造商确定了其每项业务与其他业务交叉的地方，领导们也认识到了引入更广泛共享原材料信息的系统的机会，并强调了其他可能性。例如，通过应用先进的分析技术，该公司优化了原材料加工设备的定位，这一步骤使生产率提高了20%。
New management practices guaranteed the execution of new standard operational procedures, while also transitioning company culture toward becoming a continuous-improvement organization, constantly looking for ways to improve safety, performance, and quality. The result: more than $60 million in bottom-line benefits, approximately 12 times more than the project the company had initially envisioned.
新的管理实践保证了新标准操作程序的执行，同时也将公司文化转变为一个持续改进的组织，不断寻找提高安全、性能和质量的方法。结果：超过6000万美元的底线收益，大约是公司最初设想的项目的12倍。