Rewired by Eric Lamarre, Kate Smaje, Rodney ZemmelRewired by Eric Lamarre, Kate Smaje, Rodney Zemmel

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

Rewired is an essential guide for business leaders navigating the complexities of digital and AI transformation. Written by McKinsey experts Eric Lamarre, Kate Smaje, and Rodney Zemmel, the book offers an integrated, practical framework for companies looking to build and sustain a competitive advantage in the digital age. The premise centers around the idea that businesses must continuously evolve, adopting new technologies like AI, data analytics, and modern software practices, not merely as one-off projects but as ongoing transformations.

The book is divided into multiple sections that cover critical areas such as leadership alignment, talent development, new operating models, data architecture, and technology adoption. It combines theoretical insights with practical steps, offering readers a comprehensive roadmap for leading their organizations through a successful digital transformation.

Relevance:
This book is invaluable to leaders and entrepreneurs who are focused on harnessing digital transformation to drive growth, innovation, and competitive advantage. As businesses worldwide grapple with the rapid changes brought about by AI and other technologies, Rewired delivers clear guidance on how to execute these transformations effectively. Entrepreneurs looking to scale, corporate executives aiming to modernize, and anyone interested in leadership or self-improvement will find the principles in this book actionable and relevant to today’s fast-paced digital economy.

Practical Business Example

A prime example of how the book’s concepts can be applied is from the multinational mining company Freeport-McMoRan, which used AI to optimize its operational processes. By adopting McKinsey’s transformation blueprint, Freeport-McMoRan applied AI to enhance their data management, automate workflows, and optimize their operations. This led to significant cost savings and improved decision-making across the organization, showing how effective digital transformation can translate to tangible business outcomes.

Summary of Main Ideas

  1. Continuous Transformation: Digital and AI transformations are not one-off events but ongoing processes. Businesses must constantly evolve to stay competitive.
  2. Leadership Alignment: Success starts with a unified vision from the top team. Business leaders need to be aligned on goals and strategies, inspiring the entire organization to embrace change.
  3. Talent Development: Building a team that thrives in a digital environment is key. Attracting and retaining top digital talent while creating an agile and collaborative culture is essential for innovation.
  4. New Operating Models: Companies must move from traditional structures to more agile, cross-functional teams. This flexibility allows them to rapidly deploy solutions and continuously improve.
  5. Data as a Core Asset: Organizations should focus on embedding data everywhere. Effective use of data products and a robust data architecture will be crucial in scaling AI capabilities across the enterprise.
  6. Technology Enablement: A modern, flexible technology stack is necessary to empower teams to innovate. This includes adopting practices like DevSecOps and MLOps for rapid development and scalability.
  7. Adoption and Scaling: One of the biggest challenges is ensuring that new digital solutions are adopted across the organization and scaled to maximize impact.

Steps for Digital Transformation

  1. Create the Transformation Roadmap: Define a clear, business-led digital roadmap that focuses on impactful domains.
  2. Build Your Talent Bench: Develop a digital talent strategy to attract and nurture the right people for the journey.
  3. Adopt a New Operating Model: Create agile, empowered teams that work across functions to deliver continuous improvement.
  4. Technology for Speed and Innovation: Establish a distributed, cloud-based technology environment that empowers innovation.
  5. Embed Data Across the Organization: Build data products that are easy to consume and drive impactful insights across teams.
  6. Unlock Adoption and Scaling: Ensure solutions are adopted and scaled across the organization to deliver sustained value.

Section One: Creating the Transformation Roadmap

1. Main Ideas and Takeaways

Section One of Rewired delves into the foundational steps required to create a successful digital and AI transformation. The key message is that a well-thought-out roadmap is essential to guide the organization’s journey through its digital evolution. A “business-led roadmap” ensures that digital transformation isn’t just a technology upgrade but a comprehensive shift that impacts every part of the business, from leadership alignment to talent development and operational change.

The core concepts in this section focus on aligning leadership around a clear, shared vision, setting realistic but ambitious goals, and creating a step-by-step plan that breaks the transformation into manageable parts. Importantly, this roadmap acts as a “contract” with the C-suite, ensuring that all leaders understand and commit to the transformation process.

The section highlights several “sins” that often derail digital transformations, including a lack of alignment among top executives, the temptation to pursue isolated pet projects, and focusing too heavily on technology at the expense of people and capabilities. Instead, the authors recommend a holistic approach that starts with business leaders defining clear transformation goals and culminates in a structured roadmap with measurable outcomes.

Key Takeaways:

  • Leadership alignment is critical for success.
  • The roadmap should be business-led, with a focus on both technology and human capabilities.
  • A transformation roadmap must clearly define value creation, identify the required resources, and set realistic but impactful goals.

2. Practical Steps for Leaders and Entrepreneurs

To implement the strategies from this section, leaders and entrepreneurs should follow these structured steps to create a robust digital transformation roadmap.

Step 1: Inspire and Align the Leadership Team
The first step is to ensure that all senior executives are aligned around the vision for the digital transformation. This involves developing a shared understanding of the transformation’s goals, scope, and the expected value. Leaders must invest time in learning about the potential of digital technologies and AI, ensuring they can actively contribute to shaping the roadmap. A unified leadership team will be critical in driving the transformation forward.

Step 2: Define the Transformation Bite Size
Digital transformations that attempt to tackle the entire organization at once often fail due to the overwhelming complexity. Instead, identify a manageable “bite-size” segment of the business to start with—one that is large enough to make an impact but small enough to execute effectively. This could be a specific business unit, product line, or functional area where digital technologies can deliver significant value quickly.

Step 3: Have Business Leaders Define What’s Possible
It is essential that business leaders, not just IT teams, take responsibility for defining what success looks like in their domain. They should articulate the specific challenges and opportunities within their areas and define how digital solutions can address these. This ensures the roadmap is business-led and tied directly to operational goals such as improving customer experience or reducing costs.

Step 4: Assess and Allocate Resources
After identifying the scope of transformation, determine the resources needed to achieve the desired outcomes. This includes both digital talent and technological infrastructure. Leaders should prioritize building the right capabilities—whether through internal development or by acquiring external expertise. This step also involves securing the necessary funding and ensuring that resources are properly allocated to high-impact areas.

Step 5: Build Capabilities for Now and the Future
The transformation roadmap should not only focus on immediate wins but also build capabilities that will serve the company for the long term. This includes developing a digital talent bench, establishing agile operating models, and investing in a flexible technology stack that can scale with the organization’s needs over time.

Step 6: Make the Roadmap a C-Suite Contract
Finally, the roadmap must serve as a commitment for the C-suite, outlining clear goals, responsibilities, and timelines. The leadership team should treat the roadmap as a contract, with each member holding accountability for their part in the transformation. Regular reviews should be held to track progress and adjust the plan as necessary.

3. Business Case Studies and Examples

Case Study: Amazon’s Rewiring for Digital Transformation
Amazon’s journey from a simple e-commerce platform to one of the world’s most digitally advanced companies exemplifies the power of a well-executed transformation roadmap. In its early days, Amazon struggled with fragmented operations, but through careful leadership alignment, it reimagined core processes like inventory management and customer service. The company focused on building proprietary digital solutions, such as automating vendor onboarding and inventory replenishment, which allowed it to scale quickly. Amazon’s leadership stayed aligned on their digital vision, consistently investing in both technology and talent to stay competitive. Today, Amazon’s digital operating model enables it to continuously innovate, keeping it at the forefront of the digital economy.

Example: Freeport-McMoRan’s AI-Powered Operational Efficiency
Freeport-McMoRan, a multinational mining company, is another great example of a business that effectively implemented a digital transformation roadmap. Facing the challenge of optimizing operations across multiple locations, the company’s leadership created a transformation roadmap focused on using AI and data analytics to drive efficiency. By aligning leadership and clearly defining transformation goals, the company implemented AI-driven systems to manage operational workflows and optimize processes such as ore concentration. This resulted in significant cost savings and operational improvements, illustrating how a clear, business-led roadmap can deliver tangible benefits.

Conclusion
Creating a transformation roadmap is about more than simply implementing new technologies. It’s a comprehensive process that requires leadership alignment, careful planning, and a commitment to building long-term capabilities. By following the steps outlined in Section One of Rewired, leaders can guide their organizations through successful digital transformations, using examples like Amazon and Freeport-McMoRan as proof that these strategies deliver real results.


Section Two: Building Your Talent Bench

1. Main Ideas and Takeaways

Section Two of Rewired focuses on building the digital talent bench necessary to support an organization’s digital and AI transformation. The authors emphasize that no transformation can succeed without the right people in place to drive and sustain change. As digital transformation is an ongoing journey, companies must cultivate an environment where digital talent not only thrives but also continuously innovates.

The key ideas revolve around developing a comprehensive talent strategy that includes differentiating between core and non-core capabilities, building a diverse and skilled talent team, and creating an organizational culture that fosters excellence and craftsmanship in digital roles. This section also explores how companies can attract digital talent, especially in an environment where high-caliber professionals often have multiple job offers and expect more from their employers.

The section provides actionable advice on how to strategically plan talent acquisition, recognize and reward top digital talent, and build an agile workforce capable of driving digital initiatives. The goal is to create a talent ecosystem that supports the company’s long-term digital ambitions.

Key Takeaways:

  • Distinguish between core and non-core capabilities and focus on building the talent for key strategic areas.
  • Attracting top digital talent requires creating an environment that offers autonomy, purpose, and opportunities for growth.
  • Recognize and nurture “distinctive technologists” who bring deep technical expertise and innovation to the organization.
  • Fostering a culture of craftsmanship in technology roles is critical to achieving high-quality digital solutions.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Identify Core and Non-Core Capabilities
The first step in building your digital talent bench is to determine which capabilities are core to your digital transformation and which can be outsourced or handled by non-core staff. Core capabilities are areas that provide a competitive advantage, such as AI development, data engineering, or customer experience design. Non-core functions, like IT maintenance or back-office automation, can often be outsourced. By focusing your talent acquisition efforts on building expertise in core areas, you ensure that your organization has the strategic capabilities it needs to differentiate itself.

Step 2: Develop a Strategic Talent Plan
Once core capabilities are identified, create a strategic talent plan that outlines the types of digital roles you need and how you plan to fill them. This includes defining the mix of permanent employees, contractors, and third-party specialists who will contribute to the digital transformation. Leaders should also consider the geographic location of their talent—whether they need to establish innovation hubs in major tech cities or leverage remote work to access a broader talent pool.

Step 3: Build a High-Performing Digital Team
A crucial aspect of the talent plan is assembling a team that includes a mix of digital professionals—data scientists, software engineers, product managers, and UX designers—who are capable of working together in cross-functional teams. Focus on hiring professionals who are not only technically skilled but also have the ability to collaborate effectively across departments. Agile methodologies are particularly important, as they allow small teams to work iteratively and deliver results quickly.

Step 4: Attract Digital Talent by Offering More Than Just a Job
In today’s competitive job market, attracting top digital talent requires more than just a good salary package. High-performing technologists are drawn to companies that offer purpose, autonomy, and opportunities to work on innovative projects. Leaders should craft a compelling value proposition for potential employees that highlights the company’s vision for digital transformation, opportunities for professional growth, and the role they will play in shaping the future of the organization.

Step 5: Recognize and Reward Distinctive Technologists
Recognizing standout digital talent is critical to retaining the best professionals. Distinctive technologists are those individuals who not only excel in their roles but also contribute innovative ideas and solutions that push the company forward. Leaders should establish reward systems that recognize these contributions, whether through promotions, bonuses, or opportunities to work on high-profile projects. Nurturing these key players ensures that the organization stays at the cutting edge of digital innovation.

Step 6: Foster a Culture of Craftsmanship Excellence
The final step is to foster an environment where digital talent can focus on craftsmanship—delivering high-quality work that meets the company’s long-term goals. This involves providing the necessary tools, resources, and training to ensure that technologists can excel in their roles. It also means encouraging a culture of continuous learning, where employees are given opportunities to develop their skills and stay up-to-date with the latest digital trends and technologies.

3. Business Case Studies and Examples

Case Study: Building Digital Talent at Goldman Sachs
Goldman Sachs provides an excellent example of how building a digital talent bench can drive transformation. Faced with the need to digitize its services and adopt new technologies, Goldman Sachs strategically developed a talent plan focused on hiring engineers and data scientists, turning its technology division into one of the largest within the company. By doing so, the firm was able to launch new digital products and services, such as its online consumer banking platform, Marcus. Goldman Sachs’ emphasis on hiring and retaining top digital talent has been a key factor in its successful digital transformation, making it a leader in financial technology.

Example: Attracting Digital Talent at Spotify
Spotify’s success in the highly competitive music streaming market can be attributed in part to its ability to attract and retain world-class digital talent. The company has built a culture that emphasizes autonomy, innovation, and collaboration. Spotify’s “squad” model allows small cross-functional teams to take ownership of specific features or services, fostering a sense of purpose and responsibility among employees. By offering a flexible and creative work environment, Spotify has been able to consistently attract top talent from around the world, fueling its growth and innovation in a fast-paced industry.

Case Study: Distinctive Technologists at Google
Google is renowned for its ability to attract and retain distinctive technologists who are at the forefront of digital innovation. The company has created an environment that not only values technical excellence but also encourages risk-taking and experimentation. Google’s engineers are given the freedom to work on side projects, some of which have turned into major products, such as Gmail and Google Maps. By recognizing and rewarding these innovators, Google ensures that it remains a top destination for the best digital talent and continues to lead in areas like AI, cloud computing, and machine learning.

Conclusion
Building a digital talent bench is a crucial component of any successful digital transformation. By strategically identifying core capabilities, assembling a high-performing team, and creating an environment that attracts, retains, and rewards top talent, leaders can ensure their organizations are equipped to compete in the digital age. The experiences of companies like Goldman Sachs, Spotify, and Google show that investing in digital talent is not only necessary but can be a key driver of innovation and growth. Leaders and entrepreneurs must follow these steps to create a talent strategy that aligns with their organization’s digital ambitions and fosters long-term success.


Section Three: Adopting a New Operating Model

1. Main Ideas and Takeaways

Section Three of Rewired focuses on the crucial need for organizations undergoing digital and AI transformation to adopt a new operating model. A traditional organizational structure, often siloed and hierarchical, is too slow and rigid for the demands of a rapidly changing digital environment. To thrive, businesses must become agile, responsive, and cross-functional. This section argues that companies must move from “doing agile”—emphasizing methodology—toward “being agile,” where agility is embedded in the company’s culture, processes, and decision-making.

The authors emphasize that adopting an agile operating model requires more than simply implementing agile teams; it involves rearchitecting how the entire organization works. This includes empowering small, cross-functional teams to take ownership of their projects, embedding product management and design thinking into the core of the organization, and aligning everyone around customer-centric goals. The model needs to support hundreds of agile “pods” working collaboratively across departments and continuously iterating based on customer feedback.

The key takeaway is that agility isn’t just a methodology but a mindset. Companies that embrace this mindset will move faster, be more innovative, and outcompete rivals who remain stuck in traditional structures.

Key Takeaways:

  • Shift from “doing agile” to “being agile,” embedding agility into the organization’s DNA.
  • Cross-functional teams (pods) should be empowered to take ownership of products, processes, and services.
  • Customer-centricity should guide every decision, with feedback loops driving constant improvement.
  • Agile operating models require rethinking leadership roles, governance, and the relationship between business and technology.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Rearchitect Your Organization Around Cross-Functional Teams
The first step to adopting a new operating model is to restructure the organization into small, empowered teams (often referred to as agile “pods”). Each team should have clear ownership of a product, process, or customer journey. These teams must be cross-functional, comprising members from different departments (e.g., marketing, engineering, and design) who work together toward a shared goal. By decentralizing decision-making, these teams can iterate quickly and respond to customer needs in real-time.

Step 2: Embed Product Management and Design Thinking
Product management should be a core discipline within the new operating model. Product managers are responsible for translating business objectives into customer-centric solutions. To do this effectively, organizations should adopt design thinking principles, which emphasize deep empathy for customers and rapid prototyping. Product teams should constantly gather customer feedback and use it to guide future iterations, ensuring that the business stays aligned with market demands.

Step 3: Align Leadership Around Agility
For this model to work, senior leadership must fully commit to agility. This means shifting from a command-and-control style to a servant leadership approach, where leaders focus on empowering teams and removing obstacles. Leadership should also establish clear governance that supports agile processes while maintaining oversight of strategic priorities. Regular reviews should be implemented to monitor progress, but autonomy should be given to teams to innovate within their scope.

Step 4: Adopt Agile Practices Across the Organization
Agility shouldn’t be confined to just product or technology teams. Instead, agile practices should be implemented across all departments, from finance to human resources. This might mean adopting agile project management tools, holding regular sprint reviews, and breaking down long-term projects into smaller, manageable pieces that can be delivered incrementally. The goal is to create a fast-moving, adaptable organization where teams work in short cycles to deliver value quickly.

Step 5: Establish Strong Feedback Loops and Metrics
Agile models rely on continuous feedback to drive improvement. Leaders must create mechanisms that allow customer feedback, market data, and internal performance metrics to flow easily across teams. Each pod should have clear KPIs aligned with both business objectives and customer outcomes. This allows teams to continuously learn and adapt, driving better decision-making and results over time.

Step 6: Build a Culture of Experimentation
Agile organizations thrive on experimentation. Leaders should encourage a culture where failure is seen as a learning opportunity, not a setback. Teams should be empowered to test new ideas, prototype rapidly, and make data-driven decisions. This creates an environment of constant innovation, where teams are always looking for ways to improve products and services.

3. Business Case Studies and Examples

Case Study: Spotify’s Squad Model
Spotify’s approach to adopting an agile operating model has become a leading example for many companies. The company restructured its teams into small, autonomous “squads,” each responsible for a specific part of the product. These squads function like mini-startups within the organization, with the freedom to experiment and iterate quickly. By embedding product management and design thinking, Spotify ensures that each squad is focused on delivering value to the customer. This model has enabled Spotify to scale rapidly while continuously improving its product based on real-time customer feedback. Spotify’s emphasis on cross-functional teams, empowered by leadership, has been a critical factor in its success.

Example: ING’s Agile Transformation
Dutch bank ING successfully implemented an agile operating model as part of its digital transformation. Recognizing the need to move faster in response to the digital disruption in the financial sector, ING restructured its organization into agile teams that work across functions such as IT, operations, and product development. By doing this, ING was able to reduce time-to-market for new products, increase customer satisfaction, and improve operational efficiency. ING’s leadership fully embraced agile principles, committing to a cultural shift where continuous improvement and customer-centricity were key drivers of success.

Case Study: DBS Bank’s Agile Journey
DBS Bank, based in Singapore, embarked on a large-scale transformation to become more customer-focused and agile. The bank restructured into small, cross-functional teams tasked with improving customer experiences. By embedding agile practices, DBS shortened product development cycles, increased innovation, and improved the customer experience. DBS went from being a traditional, slow-moving bank to becoming a leader in digital banking, earning the title of “World’s Best Digital Bank.” Leadership played a pivotal role in this transformation by adopting a servant leadership approach and empowering teams to take ownership of their projects.

Conclusion
Adopting a new operating model is one of the most critical steps in driving a successful digital transformation. By rearchitecting the organization around cross-functional, autonomous teams, and embedding product management and design thinking, companies can move faster, innovate more effectively, and stay ahead of competitors. The examples of Spotify, ING, and DBS illustrate how an agile operating model, when fully embraced by leadership, can transform not only how a company works but also how it delivers value to customers. Leaders and entrepreneurs who follow these steps will be better positioned to drive agility throughout their organizations and achieve sustained digital success.


Section Four: Technology for Speed and Distributed Innovation

1. Main Ideas and Takeaways

Section Four of Rewired emphasizes the need for organizations to build a technology environment that promotes speed and empowers innovation across the entire enterprise. The rapid pace of technological advancements in areas like AI, cloud computing, and software engineering requires businesses to adopt flexible and scalable technology infrastructures. This section advocates for a “distributed innovation” model where the entire organization—not just the IT department—has access to the tools and technologies needed to innovate continuously.

A key concept discussed is the idea of “decoupling architecture”—a modular, flexible technology stack that allows different parts of the organization to innovate independently without being held back by slow-moving legacy systems. The authors also highlight the importance of adopting modern engineering practices, such as DevSecOps and MLOps, to ensure high development velocity, automation, and security. This focus on modern software engineering practices enables companies to produce high-quality code quickly and safely.

The takeaway is that organizations need to rethink their technology environment to achieve speed at scale. Building this distributed innovation model requires investment in cloud infrastructure, automation tools, and modern software development practices that make it easier for all teams to innovate continuously and deliver solutions at a faster pace.

Key Takeaways:

  • A flexible, decoupled architecture is essential for speed and scalability.
  • DevSecOps and MLOps practices should be adopted to drive quality, security, and automation in software development.
  • Technology should be democratized across the organization to enable distributed innovation.
  • Investing in modern cloud architecture and productivity tools will empower teams to innovate more rapidly and efficiently.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Build a Decoupled Architecture for Flexibility and Scalability
The first step is to design a technology architecture that decouples core systems from individual applications and services. A decoupled architecture allows different parts of the organization to innovate independently without being constrained by slow, legacy systems. For example, customer-facing applications can evolve rapidly without affecting the underlying transaction systems. Leaders should prioritize investments in API-driven architecture and microservices to ensure that the technology environment is modular and flexible, enabling fast development and deployment cycles.

Step 2: Implement DevSecOps for Speed, Security, and Quality
Next, adopt DevSecOps practices to improve development speed, security, and code quality. DevSecOps integrates development, security, and operations into a seamless workflow, ensuring that security is embedded throughout the software development process rather than treated as an afterthought. This approach allows teams to release updates and new features frequently without compromising security or stability. Leaders should foster a culture of continuous integration and continuous delivery (CI/CD), where teams collaborate to push changes quickly while maintaining high standards for security and performance.

Step 3: Adopt MLOps to Scale AI and Machine Learning
For companies that are investing in AI and machine learning, MLOps (machine learning operations) is a critical practice to adopt. MLOps helps operationalize AI by creating an infrastructure that supports the continuous deployment and monitoring of machine learning models. This practice ensures that AI models can be quickly scaled and integrated into production environments, delivering real business value. Leaders should build an AI-ready infrastructure, focusing on data pipelines, model management, and integration with business systems.

Step 4: Invest in Cloud Infrastructure for Agility and Cost Efficiency
Cloud infrastructure is a cornerstone of distributed innovation. Moving to the cloud allows companies to scale their operations quickly and efficiently, as well as reduce costs associated with managing physical data centers. Cloud-based services provide teams with on-demand access to computing power, storage, and development tools, enabling them to innovate faster. Leaders should prioritize cloud migration and leverage cloud-native technologies such as containers and serverless architecture to maximize flexibility and scalability.

Step 5: Provide Teams with Modern Productivity Tools
To enable distributed innovation across the organization, it is essential to equip teams with modern productivity tools. These tools include automated testing frameworks, collaboration platforms, and development environments that enhance team efficiency. Leaders should democratize access to these tools, ensuring that every department—whether it’s product, marketing, or operations—has the technology it needs to experiment, collaborate, and innovate quickly.

Step 6: Embed Security and Automation from the Start
Security is a crucial element that needs to be built into the technology environment from the outset. As organizations scale, security threats grow, and automation becomes vital to maintaining secure, stable environments. Leaders should invest in tools that automate security monitoring, vulnerability detection, and incident response. This approach will not only speed up development but also ensure that security is not sacrificed in the rush to innovate.

3. Business Case Studies and Examples

Case Study: Netflix’s Decoupled Architecture
Netflix is a prime example of a company that has built a highly scalable, decoupled architecture that allows for distributed innovation. Early in its transformation, Netflix recognized the limitations of its monolithic system and re-architected its platform using microservices. Each service operates independently, allowing Netflix’s development teams to innovate rapidly without affecting other parts of the system. This approach enabled Netflix to scale globally, stream content seamlessly, and continuously roll out new features to improve user experience. The modular design allows for constant updates without downtime, positioning Netflix as a leader in digital innovation.

Example: Capital One’s DevSecOps Adoption
Capital One embraced DevSecOps as part of its broader digital transformation strategy. By integrating security into the development process from the very beginning, Capital One was able to accelerate its product development cycles while maintaining stringent security standards. The company invested in automated security tools, ensuring that vulnerabilities were detected and addressed early in the development lifecycle. This approach allowed Capital One to adopt continuous delivery practices, rapidly releasing new features and updates while keeping customer data secure.

Case Study: Airbnb’s Cloud-Based Innovation
Airbnb successfully leveraged cloud infrastructure to enable distributed innovation across its teams. By migrating to the cloud, Airbnb reduced its dependency on physical servers, allowing it to scale quickly in response to market demands. The cloud also provided Airbnb’s developers with the agility to experiment with new features and services, such as dynamic pricing algorithms and personalized user recommendations. The company’s focus on building a cloud-native architecture allowed it to remain nimble and continuously innovate as its business expanded globally.

Example: Spotify’s MLOps Implementation
Spotify has effectively used MLOps to operationalize its machine learning models for personalized recommendations and content discovery. By building an infrastructure that supports continuous monitoring and updating of machine learning models, Spotify ensures that its algorithms remain accurate and up-to-date. This infrastructure enables Spotify to deliver personalized playlists and recommendations to millions of users globally, keeping engagement high and maintaining its competitive edge in the music streaming industry.

Conclusion
To compete in the digital age, organizations need to build a technology environment that fosters speed and distributed innovation. By adopting a decoupled architecture, implementing modern practices like DevSecOps and MLOps, and investing in cloud infrastructure, companies can empower their teams to innovate at scale. The case studies of Netflix, Capital One, Airbnb, and Spotify demonstrate how building a flexible, secure, and scalable technology environment enables rapid innovation and drives business success. Leaders and entrepreneurs who follow these steps will position their organizations to lead in the digital economy by fostering a culture of continuous innovation and agility.


Section Five: Embedding Data Everywhere

1. Main Ideas and Takeaways

In Section Five of Rewired, the authors highlight the pivotal role data plays in driving digital transformation and enabling businesses to gain a competitive advantage. The central message is that organizations must embed data everywhere, making it easily accessible, consumable, and actionable across the enterprise. Data is no longer just a byproduct of operations; it is a critical asset that, when harnessed properly, fuels decision-making, innovation, and customer insights.

The authors emphasize several key concepts. First, organizations must determine which data matters most to their business goals, focusing on data that can be turned into actionable insights. Second, building a robust data architecture is essential to ensure data is easily shared and reused across teams and applications. Third, data governance must be established to manage the quality, security, and accessibility of data. Lastly, companies need to organize their teams and processes to maximize the value extracted from their data.

The overarching takeaway is that data should not be siloed within certain departments but should be democratized across the organization. By embedding data into every function, businesses can unlock its full potential, driving faster, more informed decision-making and enabling the scaling of AI and digital solutions.

Key Takeaways:

  • Focus on identifying and leveraging the data that matters most for decision-making and value creation.
  • Build a scalable and flexible data architecture that ensures data is accessible and reusable across the organization.
  • Establish strong data governance practices to maintain data quality, security, and compliance.
  • Organize teams around data to ensure it is used effectively to drive business outcomes.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Determine What Data Matters Most
The first step in embedding data across the organization is to identify which data is most valuable for decision-making and operations. This involves assessing the organization’s key business drivers and determining what data can provide insights that will improve performance. Leaders should work with teams to identify high-priority data sources, such as customer behavior data, supply chain metrics, or operational performance indicators. By focusing on critical data, organizations can ensure that their data initiatives align with strategic goals.

Step 2: Build a Scalable Data Architecture
Once the key data is identified, the next step is to build a data architecture that enables easy access, sharing, and reuse across teams. A scalable data architecture often includes cloud-based infrastructure and the use of data lakes or data warehouses where data from different sources can be centralized. Leaders should prioritize creating an architecture that supports seamless data integration and allows teams to easily access the data they need without complex processes. This setup should also be future-proof, allowing for the scaling of AI and analytics applications as the organization grows.

Step 3: Establish Data Governance
Data governance is crucial for ensuring that data is reliable, secure, and compliant with regulatory requirements. Leaders must set up governance frameworks that define how data is collected, stored, and used. This includes establishing roles and responsibilities for data management, implementing security protocols, and ensuring compliance with data privacy regulations like GDPR. Good governance also includes maintaining data quality by preventing duplication, filling gaps, and ensuring data accuracy. By managing data governance effectively, organizations can build trust in their data and use it confidently for decision-making.

Step 4: Create Data Products for Reuse
To maximize the value of their data, organizations should turn their key datasets into reusable “data products.” These are packages of data that are made accessible to different teams and can be used repeatedly for various applications, such as predictive analytics or machine learning models. By treating data as a product, companies can scale its use across the enterprise and accelerate the development of AI solutions. Leaders should identify which datasets can be turned into data products and ensure they are standardized, well-documented, and easily accessible to different departments.

Step 5: Organize Teams Around Data
A critical step in embedding data everywhere is organizing the company’s teams around data. This includes setting up dedicated data teams or embedding data experts within different business units to ensure that data is being used effectively to drive outcomes. Leaders should also foster collaboration between data scientists, engineers, and business leaders to ensure that insights derived from data are aligned with business goals. A data-driven culture should be promoted across the organization, encouraging all teams to use data as part of their everyday decision-making processes.

Step 6: Implement Tools for Data Democratization
Finally, leaders must ensure that data is democratized across the organization by implementing tools that make it accessible and understandable for non-technical users. This may involve investing in self-service analytics tools that allow employees to generate reports and insights without needing deep technical skills. By making data available to everyone, companies can empower teams to make data-driven decisions in real time, improving agility and responsiveness.

3. Business Case Studies and Examples

Case Study: Amazon’s Data-Driven Operations
Amazon is a prime example of a company that has embedded data everywhere in its operations. The company leverages data to drive nearly every decision, from optimizing its supply chain to recommending products to customers. Amazon’s robust data architecture allows it to collect, store, and analyze vast amounts of data in real time. This data is used to power its recommendation algorithms, track customer behavior, and optimize logistics for faster deliveries. Amazon’s emphasis on data-driven decision-making has enabled it to continuously improve its operations and deliver superior customer experiences, demonstrating the power of embedding data at every level of the organization.

Example: Walmart’s Data-Driven Supply Chain
Walmart has successfully embedded data into its supply chain operations to achieve greater efficiency and reduce costs. The company uses advanced data analytics to track inventory levels, forecast demand, and optimize its distribution network. By integrating data from suppliers, warehouses, and stores, Walmart can ensure that products are always in stock and that its supply chain operates smoothly. Walmart’s investment in data infrastructure has enabled it to maintain its competitive advantage in the retail industry by responding quickly to market changes and optimizing its operations for maximum efficiency.

Case Study: Netflix’s Personalized Recommendations
Netflix is another company that has embedded data everywhere, using it to personalize its content recommendations and enhance customer experience. Netflix’s recommendation algorithm is powered by vast amounts of user data, including viewing history, search behavior, and preferences. By continuously collecting and analyzing this data, Netflix is able to deliver highly personalized recommendations that keep users engaged. The company’s data infrastructure allows it to process massive amounts of information in real time, enabling it to provide a seamless and personalized user experience. Netflix’s data-driven approach has been a key factor in its ability to retain subscribers and grow its user base.

Example: Capital One’s Data Governance Framework
Capital One is a leader in the financial services industry when it comes to data governance. The company has implemented a comprehensive data governance framework that ensures data quality, security, and compliance across its operations. By establishing clear protocols for data management and access, Capital One has been able to leverage its data to develop innovative financial products and improve customer service. The company’s focus on data governance has not only enabled it to maintain regulatory compliance but also to build trust with customers, who rely on Capital One to keep their data secure.

Conclusion
Embedding data everywhere is essential for organizations looking to gain a competitive edge in the digital age. By determining what data matters, building a scalable architecture, establishing governance, and organizing teams around data, companies can unlock the full potential of their data assets. The examples of Amazon, Walmart, Netflix, and Capital One demonstrate how businesses can leverage data to drive decision-making, improve customer experiences, and optimize operations. Leaders and entrepreneurs who follow these steps will be able to create a data-driven culture that empowers their teams and fuels innovation across the enterprise.


Section Six: The Keys to Unlock Adoption and Scaling

1. Main Ideas and Takeaways

Section Six of Rewired tackles one of the most critical and often overlooked aspects of digital transformation: ensuring that digital solutions are not only adopted by users but also successfully scaled across the enterprise. Digital and AI solutions can deliver value only if they are fully embraced by the intended users, whether employees, customers, or other stakeholders. Adoption is the key to achieving the impact promised by these technologies, and scaling ensures that these solutions deliver value across the entire organization, not just in isolated projects or departments.

The authors emphasize the importance of user-centric design and change management to overcome resistance and drive engagement. They argue that even the best-designed solutions will fail if they are not tailored to the needs of their users or if the organization does not manage the cultural and operational changes required to support these new tools. Additionally, scaling digital solutions is not just about deploying technology in more locations or across more teams—it requires adapting the solutions to different contexts, ensuring they can be replicated efficiently, and that they continue to deliver value as the organization evolves.

The core takeaway is that digital transformations are not complete when a solution is built; they succeed only when adoption and scaling are achieved. Leaders must focus on aligning business models, processes, and culture with the digital solutions to ensure sustainable, long-term value.

Key Takeaways:

  • Adoption is crucial for digital success and requires focusing on user experience and change management.
  • Scaling digital solutions means more than replication; it involves adapting and evolving solutions to meet broader organizational needs.
  • Metrics and tracking systems are essential for monitoring adoption, measuring impact, and adjusting solutions as needed.
  • A culture that embraces change and innovation is critical for successful scaling.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Design Solutions with the User in Mind
The first step to ensuring adoption is to design digital solutions that meet the specific needs of the users. Leaders should invest in understanding the end-users’ workflows, pain points, and preferences. This can be achieved through user research, prototyping, and feedback loops. Solutions should be intuitive, easy to use, and address real challenges faced by the users. By focusing on user experience, organizations can increase engagement and ensure that the solutions are embraced rather than resisted.

Step 2: Align Business Models with Digital Solutions
Adoption is often hindered when digital solutions are not aligned with existing business models or incentives. Leaders must ensure that the business model evolves alongside the digital solution. This might involve revising key performance indicators (KPIs), adjusting pricing models, or changing how employees are incentivized. For instance, if a new digital tool automates a task previously performed manually, the roles, responsibilities, and rewards associated with that task need to be adjusted accordingly. Misalignment between the solution and the business model can create friction and slow adoption.

Step 3: Invest in Change Management
Digital transformations often fail because organizations underestimate the resistance to change. Leaders must recognize that implementing new digital solutions will require significant changes to processes, behaviors, and mindsets. A strong change management strategy is essential. This includes clear communication about the benefits of the new solution, training programs to upskill employees, and continuous support during the transition. Leaders should also identify “champions” within the organization who can advocate for the solution and help drive its adoption among peers.

Step 4: Create a Strategy for Scaling Solutions
Once a solution has been successfully adopted, the next challenge is scaling it across the organization. Scaling is not simply about deploying the same solution to more teams; it requires adapting the solution to different contexts and ensuring it integrates smoothly with existing systems. Leaders should develop a clear roadmap for scaling, which includes identifying which teams or geographies will benefit most from the solution, customizing the solution for different contexts, and ensuring that there is sufficient infrastructure and support for scaling. Additionally, it’s important to consider the need for continuous improvement, as solutions may need to evolve as they are scaled.

Step 5: Establish Metrics and Tracking Systems
To ensure both adoption and scaling are successful, leaders must establish metrics and tracking systems to monitor progress. These metrics should track not only the usage of the digital solution but also its impact on business outcomes. For instance, if a digital tool is designed to improve customer service, metrics might include user engagement, time-to-resolution for customer queries, and customer satisfaction scores. Regularly reviewing these metrics allows leaders to make data-driven decisions about where to focus adoption efforts and how to adjust the solution to maximize impact.

Step 6: Foster a Culture of Continuous Innovation
A key factor in ensuring adoption and scaling is creating a culture that embraces change and innovation. Leaders must encourage experimentation, reward innovation, and ensure that employees feel empowered to contribute to the digital transformation. This includes fostering a mindset where failure is seen as an opportunity to learn and improve, rather than as a setback. By embedding a culture of continuous innovation, organizations can ensure that digital solutions are adopted, scaled, and continuously improved over time.

3. Business Case Studies and Examples

Case Study: Microsoft’s Transition to the Cloud
Microsoft’s shift from traditional software to cloud-based solutions with Microsoft Azure and Office 365 is a powerful example of successful adoption and scaling. Initially, Microsoft faced resistance from its internal teams and customers, many of whom were accustomed to purchasing software through one-time licenses rather than subscriptions. To drive adoption, Microsoft invested heavily in customer education, offering training programs and demonstrating the long-term benefits of cloud solutions. They aligned their business model by transitioning to a subscription-based revenue model, which incentivized customers to adopt and continue using their cloud services. Additionally, Microsoft focused on change management internally, ensuring that their sales teams were well-equipped to sell cloud solutions. The result was a successful global scale-up of Azure and Office 365, transforming Microsoft into one of the leaders in cloud computing.

Example: Slack’s Rapid Adoption and Scaling
Slack, a team collaboration tool, offers a prime example of user-centric design leading to rapid adoption and scaling. When Slack launched, it focused heavily on user experience, ensuring the tool was intuitive, easy to integrate with other software, and addressed the core pain points of team communication. Slack also adopted a “bottom-up” approach, targeting smaller teams within organizations, which then led to wider adoption across entire enterprises. By focusing on ease of use and providing teams with quick value, Slack’s scaling strategy became largely organic, driven by employee demand rather than top-down mandates. This user-centered approach, coupled with a scalable infrastructure, allowed Slack to grow from a small startup into a widely adopted enterprise tool.

Case Study: DBS Bank’s Digital Adoption Journey
DBS Bank, recognized as one of the world’s best digital banks, implemented a large-scale transformation focused on customer-centricity and digital innovation. To ensure adoption of its new digital banking services, DBS invested heavily in understanding its customers’ needs, streamlining its mobile app to provide a seamless and intuitive experience. The bank also engaged in widespread change management, training both customers and employees on how to use the new digital tools. DBS used metrics such as customer engagement and satisfaction scores to continuously refine its digital offerings. As a result, DBS was able to scale its digital solutions rapidly across multiple markets, establishing itself as a leader in digital banking across Asia.

Conclusion
Unlocking adoption and scaling is critical to achieving the full value of digital transformations. By designing solutions that prioritize user experience, aligning business models with digital initiatives, and investing in change management, organizations can drive adoption and sustain long-term success. Case studies from Microsoft, Slack, and DBS Bank demonstrate that when digital solutions are embraced and scaled across the organization, they can lead to significant business outcomes. Leaders who follow these practical steps will be better positioned to ensure their digital transformations deliver measurable value and achieve the desired impact across their enterprise.


Section Seven: Transformation Journey Stories

1. Main Ideas and Takeaways

Section Seven of Rewired takes a deep dive into real-world examples of companies that have successfully implemented digital and AI transformations. The focus here is on how organizations can apply the principles discussed throughout the book to achieve sustainable digital success. The section highlights three detailed case studies: Freeport-McMoRan, DBS Bank, and the LEGO Group, each representing different industries and challenges. These transformation journeys showcase the importance of aligning leadership, building core digital capabilities, fostering innovation, and scaling effectively.

The authors emphasize that every transformation is unique, but the principles remain consistent: companies must reimagine their business models, invest in capabilities, and drive change through technology and talent. Each case study illustrates how these businesses not only embraced digital change but also dealt with challenges such as resistance to adoption, integrating AI, and ensuring scalability across different geographies and functions.

The key takeaway is that there is no one-size-fits-all approach to digital transformation, but by following the right frameworks and learning from other organizations’ journeys, businesses can significantly improve their odds of success.

Key Takeaways:

  • Digital transformation requires a reimagining of business models, processes, and capabilities.
  • Transformation is a continuous journey, not a one-time project.
  • Cross-functional collaboration, leadership alignment, and strong governance are crucial for success.
  • Real-world examples provide valuable insights into overcoming common challenges such as adoption, scaling, and building sustainable digital capabilities.

2. Practical Steps for Leaders and Entrepreneurs

Step 1: Reimagine Your Business Model for Digital
The first step for any organization looking to transform is to rethink its core business model through a digital lens. Leaders need to assess how emerging technologies like AI, machine learning, and data analytics can fundamentally reshape their value proposition. This might involve shifting from traditional product-focused models to service-based ones, or leveraging data to create new revenue streams. The key is to approach digital transformation as an opportunity to redesign how the business operates and serves its customers, rather than just as an efficiency initiative.

Step 2: Invest in Building Core Capabilities
Transformation requires building both technological and organizational capabilities. Leaders must ensure their company has the infrastructure to support digital initiatives, such as cloud platforms, data architectures, and AI models. Equally important is investing in the workforce—ensuring employees have the skills, tools, and culture needed to thrive in a digital environment. Companies must focus on training, recruitment, and cultivating an agile mindset within teams to enable continuous improvement and innovation.

Step 3: Align Leadership and Establish Strong Governance
Digital transformation cannot succeed without clear leadership alignment and governance. Leaders must be united in their vision and commitment to digital change, ensuring that everyone in the C-suite understands their role in driving the transformation forward. Governance structures need to be established to monitor progress, allocate resources effectively, and hold teams accountable. This may involve creating transformation offices or appointing digital leaders who can bridge the gap between technology and business strategy.

Step 4: Drive Change Through Cross-Functional Collaboration
Digital transformation touches every part of the business, requiring cross-functional collaboration to succeed. Leaders should foster collaboration between departments such as IT, marketing, operations, and finance to ensure that digital initiatives are aligned with overall business goals. Agile methodologies can help create small, autonomous teams that work together to deliver specific outcomes, encouraging rapid experimentation and iteration.

Step 5: Overcome Resistance and Scale Successfully
One of the key challenges in any transformation is overcoming resistance to change. Leaders must actively manage change by engaging employees at all levels, providing training and support, and clearly communicating the benefits of digital tools and processes. Once initial success is achieved, the focus should shift to scaling these solutions across the organization. This requires a deliberate strategy that considers different contexts—geographies, business units, and customer segments—and adapts solutions accordingly to ensure they deliver value at scale.

Step 6: Learn from Other Transformation Journeys
Finally, leaders should take inspiration from other successful transformations, using case studies and best practices to inform their own strategies. By learning from the experiences of companies in different industries, organizations can avoid common pitfalls and adopt proven strategies for success.

3. Business Case Studies and Examples

Case Study: Freeport-McMoRan’s Data-Driven Transformation
Freeport-McMoRan, a global mining company, embarked on a digital transformation journey to turn data into value by optimizing its operations through AI and advanced analytics. The company faced significant challenges, including the complexity of its operations and the sheer volume of data generated by its machinery. Freeport-McMoRan reimagined its business model by focusing on improving operational efficiency through data-driven insights. By implementing AI-powered predictive maintenance tools and data analytics platforms, the company was able to significantly reduce downtime and improve output. This case highlights the importance of aligning leadership around a digital vision and investing in the right capabilities to leverage data as a strategic asset.

Example: DBS Bank’s Digital Transformation
DBS Bank, a leading bank in Singapore, transformed itself from a traditional financial institution into a digital-first bank, becoming recognized as one of the world’s most innovative banks. DBS adopted a customer-centric approach, focusing on delivering seamless digital banking experiences through mobile apps and AI-powered chatbots. The bank invested heavily in building digital capabilities, including hiring top talent and establishing an agile operating model. Leadership at DBS played a pivotal role, with the CEO personally driving the transformation agenda and embedding a digital culture across the organization. The bank also created strong governance structures to monitor progress and ensure that digital initiatives were delivering tangible business outcomes. Today, DBS serves as a benchmark for other financial institutions looking to modernize their operations and scale digital solutions across geographies.

Case Study: The LEGO Group’s Reimagination of Play
The LEGO Group is another standout example of a company that successfully reimagined its business through digital transformation. Facing declining sales in the early 2000s, LEGO took bold steps to pivot toward digital innovation, exploring new ways to engage customers through technology. LEGO developed digital play experiences, such as LEGO Life, an online platform where children can share their LEGO creations. Additionally, the company invested in augmented reality (AR) and virtual reality (VR) experiences that merged physical and digital play. By embracing digital technologies and building cross-functional teams focused on innovation, LEGO was able to turn its business around, not only maintaining its legacy but also securing its place as a modern, digitally enabled brand.

Conclusion
Section Seven of Rewired offers valuable insights into how organizations across industries have successfully navigated their digital transformation journeys. Whether it’s Freeport-McMoRan optimizing operations through AI, DBS Bank revolutionizing digital banking, or the LEGO Group redefining play with digital experiences, these examples illustrate the importance of leadership alignment, investing in core capabilities, and fostering cross-functional collaboration. Leaders and entrepreneurs can take practical steps from these case studies to reimagine their business models, invest in digital capabilities, and build governance structures that ensure long-term success. By learning from the experiences of others, organizations can approach their digital transformation journeys with confidence and a clear strategy for achieving sustainable growth in the digital age.


A Story: The Digital Transformation of Everest Enterprises

Once upon a time, in the heart of a bustling industrial town, there was a well-established company called Everest Enterprises. For decades, Everest was a dominant player in the manufacturing industry, producing high-quality goods with old-fashioned efficiency. But as the world moved into the digital age, Everest found itself lagging behind its competitors. Other companies had begun using data, AI, and cutting-edge technology to streamline operations, connect with customers, and drive innovation.

Realizing that it was time for a change, the CEO of Everest Enterprises, Sarah, decided to embark on a bold digital transformation journey. She gathered her executive team and declared that Everest would evolve into a digitally empowered company. The transformation journey, however, was not going to be easy. But with the help of her trusted team and a clear plan, Sarah was determined to lead Everest into a new era of success.

Chapter 1: Creating the Transformation Roadmap

Sarah knew the first step was to create a transformation roadmap that would guide Everest’s journey. She gathered her leadership team and began by aligning everyone on the vision for Everest’s future. They identified that the transformation couldn’t happen all at once, so they broke it down into smaller, manageable parts. Each business unit defined what was possible within its scope, setting realistic but ambitious goals.

The roadmap was clear: focus on specific areas that would deliver immediate value while laying the groundwork for long-term change. They identified that the key was not just upgrading their technology but also building new capabilities across the entire company.

Takeaway: The transformation roadmap is like a contract, guiding everyone in the organization. Leadership must be aligned and goals need to be broken down into smaller, achievable milestones.

Chapter 2: Building the Talent Bench

Next, Sarah realized that Everest didn’t have the right digital talent to carry out this transformation. They needed new skills, and fast. So she and her team began building the talent bench. Sarah worked with her HR department to define the core capabilities Everest needed—like data science, software engineering, and AI expertise—and began recruiting top talent.

But it wasn’t just about hiring new people; Sarah also needed to foster a culture of learning and development. The company began investing in training programs to help current employees build digital skills. She even launched an internal program where tech-savvy employees could mentor others.

Takeaway: Digital transformation requires a strong talent strategy. Build your team by focusing on core capabilities and invest in developing your current workforce.

Chapter 3: Adopting a New Operating Model

With the right talent in place, Sarah needed to change how the company operated. The traditional hierarchical structure of Everest was too slow and rigid for the fast-moving digital world. So, she decided to adopt a new operating model.

Sarah restructured the company into small, cross-functional teams called “pods.” Each pod was given ownership of a specific product line or business process, and they worked collaboratively, using agile methods to deliver results quickly. This shift empowered employees at all levels to make decisions and innovate, without waiting for approval from top management.

Takeaway: To succeed in a digital world, companies need to operate with agility. Empower small, cross-functional teams to take ownership and move quickly.

Chapter 4: Technology for Speed and Distributed Innovation

Sarah knew that for Everest to thrive, it needed to embrace modern technology that would enable speed and innovation. The IT department, once seen as a support function, became a central driver of innovation. They implemented a flexible, cloud-based infrastructure that allowed different teams to access data and tools quickly and without bottlenecks.

Everest also adopted DevSecOps, a development approach that integrated security into every stage of the software development process. This meant the company could innovate faster while ensuring their solutions were secure. Finally, AI and machine learning tools were implemented to improve operations and make data-driven decisions, ensuring the company remained competitive.

Takeaway: Build a flexible technology environment that fosters speed and innovation. Invest in cloud infrastructure, DevSecOps, and AI to scale operations quickly and securely.

Chapter 5: Embedding Data Everywhere

As Everest moved deeper into its transformation, Sarah knew that data would be the key to making smart decisions. But she quickly realized that data was scattered across different systems and departments. So, she and her team set out to embed data everywhere in the organization.

They built a unified data architecture that centralized all their data and made it accessible to every team. They also turned key datasets into reusable “data products,” allowing teams to access insights without needing to build custom solutions from scratch. Importantly, they put strong data governance in place to ensure data quality, security, and compliance with regulations.

Takeaway: Data should be democratized and accessible across the entire organization. Build a strong data architecture and governance to ensure everyone has access to reliable, actionable insights.

Chapter 6: Unlocking Adoption and Scaling

While Everest had started to see some success with its digital tools, Sarah quickly realized that not all employees were adopting the new technologies as expected. To unlock adoption and scale, she needed to focus on user experience and change management.

Sarah led efforts to design digital tools that were easy to use and aligned with the way employees worked. She also launched training programs and provided continuous support to help people transition to the new systems. Once Everest saw success in small pilot projects, they began scaling those solutions across the entire organization, adapting them to different business units and geographical locations.

Takeaway: Successful digital transformation requires both adoption and scaling. Focus on user experience, provide training and support, and adapt solutions to different contexts as you scale them across the organization.

Chapter 7: Transformation Journey Stories

Sarah had learned a lot from the transformation journeys of other companies. She and her team drew inspiration from organizations like DBS Bank, which had transformed itself into a digital-first bank, and LEGO, which had embraced digital play to reinvent its business model.

Like these companies, Everest’s journey wasn’t without its challenges. But by staying committed to the roadmap, building the right capabilities, and fostering a culture of innovation, Everest transformed from an old-fashioned manufacturer into a modern, data-driven business.

Everest became an industry leader in digital operations, using AI to predict machine failures, data to optimize supply chains, and cloud platforms to scale its services globally. Through persistence and adaptation, Everest thrived in the digital age, ensuring its place as a competitive force in the modern economy.

Takeaway: Every digital transformation journey is unique, but by learning from others, companies can navigate their challenges more effectively. Align leadership, foster cross-functional collaboration, and stay committed to innovation.

Conclusion

Everest Enterprises’ story encapsulates the key lessons from each chapter of Rewired. From building a clear transformation roadmap and fostering talent to adopting agile operations, embracing modern technology, and scaling digital solutions, Everest’s journey highlights the importance of persistence, leadership alignment, and adaptability in the digital era.

By applying these learnings, leaders and entrepreneurs can guide their own organizations through the complexities of digital transformation, unlocking innovation, improving operational efficiency, and positioning themselves for long-term success.


Comparison with Other Similar Works in the Field

Rewired stands out among books on digital transformation and AI integration for several reasons:

A. Comprehensive, Practical Framework
Compared to other works in the field, such as Digital Transformation by Thomas Siebel and The Lean Startup by Eric Ries, Rewired is unique in its comprehensive, step-by-step framework for implementing digital transformation. While many books focus on the “why” of transformation, Rewired dives deeply into the “how,” offering a detailed roadmap for leaders to follow. It covers a wide range of topics including leadership alignment, talent development, agile operating models, data architecture, and the adoption and scaling of technology solutions.

Siebel’s Digital Transformation is more focused on the role of AI and cloud computing in transforming businesses but lacks the level of practical, operational detail offered by Rewired. The Lean Startup, though powerful in advocating for continuous innovation and iteration, tends to focus more on startups and smaller organizations, whereas Rewired caters to larger, more established enterprises undergoing large-scale transformation.

B. Emphasis on AI and Data as Core Assets
What sets Rewired apart from books like Competing in the Age of AI by Marco Iansiti and Karim Lakhani is its holistic integration of data, AI, and organizational strategy. While Competing in the Age of AI primarily explores how AI reshapes competition and business models, Rewired goes further by offering a structured approach to embedding AI and data-driven decision-making into every function of the organization, providing leaders with both the high-level vision and the granular operational strategies they need to succeed.

C. Organizational Focus vs. Technology-Centric View
Another book, Exponential Organizations by Salim Ismail, shares a similar ambition of transforming businesses to succeed in the digital age. However, Exponential Organizations emphasizes leveraging external resources (e.g., crowdsourcing and platforms) and a decentralized workforce. Rewired, on the other hand, takes a more internally focused approach, stressing the importance of building internal capabilities, developing talent, and ensuring strong leadership alignment. It advocates that transformation cannot be achieved solely through technology and external factors but requires foundational shifts within the organization itself.

D. Scaling and Adoption
Books like The Innovator’s Dilemma by Clayton Christensen discuss disruptive innovation but focus more on industry shifts rather than the internal scaling and adoption of digital solutions. Rewired differentiates itself by dedicating significant attention to the challenges of scaling and ensuring that digital solutions are adopted effectively within an organization. Its focus on user-centric design and managing resistance to change helps leaders tackle the human aspects of transformation, something many books in the field touch on but don’t explore as thoroughly.

Contradicting Works or Divergent Views

While Rewired offers a comprehensive approach to digital and AI transformation, several works provide contrasting perspectives, offering divergent views or frameworks:

A. Team of Teams by General Stanley McChrystal
In Team of Teams, McChrystal argues for decentralized leadership and an adaptive, networked approach to organizational agility. This work contrasts with Rewired‘s emphasis on a structured, roadmap-driven transformation. McChrystal promotes a model where leadership evolves into more of a facilitation role, allowing autonomous teams to self-organize and respond to changing conditions. In contrast, Rewired advocates for strong leadership alignment and a top-down approach where the C-suite plays a pivotal role in guiding the transformation journey, albeit empowering teams to innovate within that structure.

B. The Phoenix Project by Gene Kim, Kevin Behr, and George Spafford
The Phoenix Project focuses heavily on DevOps and IT-driven transformation, emphasizing rapid software delivery and improving operational efficiency through agile and lean methods. While Rewired acknowledges the importance of agile methodologies and DevSecOps, it takes a broader, enterprise-wide perspective on transformation. The focus in The Phoenix Project is more on fixing broken IT systems, whereas Rewired is about aligning the entire business model with digital and AI technologies, with less of a pure IT-centric lens.

C. Loonshots by Safi Bahcall
Loonshots provides an alternative approach to innovation, advocating for a separation of teams dedicated to creative, breakthrough ideas (loonshots) and those focused on operational excellence. This “dual-structure” approach contrasts with Rewired’s integrated model, where the focus is on building cross-functional teams that blend innovation and operational delivery under one unified framework. While Loonshots argues that disruptive innovation can’t thrive in a highly structured environment, Rewired promotes the idea that continuous, business-led innovation is possible when agility and governance are balanced.

D. The Lean Startup by Eric Ries
The Lean Startup presents a divergent view when it comes to the scale and approach of digital transformation. Ries emphasizes building minimum viable products (MVPs), iterating based on customer feedback, and leveraging a “fail fast, learn fast” philosophy. While this approach works well for startups and smaller, more flexible companies, Rewired is geared towards large enterprises that need a structured roadmap for integrating AI and digital transformation at scale. Rewired also places a stronger emphasis on long-term capability building, leadership alignment, and enterprise-wide scaling, whereas The Lean Startup is more experimental and iterative in nature.

Summary of Divergent Views:

  • Leadership vs. Decentralization: Team of Teams promotes a decentralized, networked leadership model, whereas Rewired stresses the importance of strong leadership alignment and governance throughout the transformation.
  • Innovation Models: Loonshots advocates separating operational and innovation teams, whereas Rewired integrates innovation within agile, cross-functional teams.
  • Scope of Transformation: The Lean Startup focuses on startups with an iterative, customer-driven approach to innovation, whereas Rewired offers a more structured, long-term transformation roadmap for large enterprises.
  • IT Focus: The Phoenix Project zeroes in on transforming IT operations, while Rewired looks at digital transformation across all functions of a business, integrating strategy, culture, and technology at the enterprise level.

In conclusion, while Rewired provides a comprehensive and structured approach to digital transformation with a focus on leadership and enterprise-wide adoption, other works like Team of Teams, Loonshots, and The Lean Startup offer more decentralized, innovation-driven approaches that may appeal to organizations looking for faster, more iterative strategies. Each offers unique insights depending on the size, structure, and goals of the organization in question.


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