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tems to track those metrics with as little disruption as possible to teams%u2019 day-to-day work. Finally, use those systems to learn what combinations of inputs lead to better outcomes. At McKinsey, success is delivering results for our clients. The signals that point the way to this outcome are client and team sentiment, and the inputs are the WWW practices, measured through the team survey.3. Create a System for Continuous Improvement and InnovationThe idea of continuous improvement is hardly novel. What is fresh, however, is that teams today have new forms of technology and data collection at their disposal to help them self-correct while projects are underway. At McKinsey, team leaders have access to all the metrics collected and can use them to track progress and assess feedback in real time. On the basis of this data, they can%u2014and are expected to%u2014make improvements. We empower our middle managers to make changes and to run their own experiments. For example, depending on where they are in the course of a project, or depending on changes in teamsentiment data, they might decide to modify their colocation model from being inperson every other week to being in-person for two straight weeks each month.To facilitate continuous learning, we%u2019ve created a Way We Work center of excellence. This is a centralized group of 14 full-time employees who are responsible for driving the WWW operating system. They also experiment with innovative practices and monitor the relevant flows of data to improve the way teams work. The center can step in if a team is struggling. For example, regional WWW support staff may join a team%u2019s retrospectives to discuss what could have been done better. They also may look at the patterns across teams to identify improvements and share best practices, particularly with regard to the rapid adoption of new technologies, such as generative AI.Consider what%u2019s happening with the World Economic Forum%u2019s Digital Lighthouse Network. This community of cutting-edge manufacturers applies digital technologies to continuously improve the performance of cross-functional teams. For example, Bosch China incorporates rapid prototyping and testing of new digital tools into standard procedures to help its teams continuously improve speed and quality. Managers at Hindustan Unilever%u2019s Dapada factory use an app to track realtime performance metrics, such as worker productivity, and use the insights to maximize output. In both cases, technology is used to enhance teamwork, not to disrupt it.At McKinsey, we%u2019ve launched Lilli, a knowledge and capabilities platform that uses generative AI to search and synthesize our entire knowledge library. Lilli is changing the way our teams operate, by accel-