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  "documentTitle": "Total Enterprise Reinvention",
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      "text": "Total Enterprise Reinvention also will unlock the power of external learnings—from other industry players and, equally important, from other industries.",
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      "text": "Every industry has specific challenges. Let’s take healthcare, in which significant investment by many leaders has gone into creating an intelligent front door to care that creates a personalized, consumer-like experience for patients. At the same time, depending on where they are in the healthcare value chain, those same companies are looking to digitize to find efficiencies in an industry that has lagged other industries in digital transformation and is now facing significant shortages of clinical talent that impact access to care. Often, we see initiatives to personalize experience and create efficiencies and capacity scoped too narrowly, missing the opportunity to connect to drive more value.",
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      "text": "In following the six key characteristics of Reinventors, companies will also address many of the lessons learned in these past three years of compressed transformations.",
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      "text": "Total Enterprise Reinvention also will unlock the power of external learnings—from other industry players and, equally important, from other industries. While many CEOs talk about their own industry not being the benchmark, putting this view into concrete action has been difficult.",
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      "text": "The ambition and decision to accelerate transformation is what most CEOs talked about early in the pandemic as being most proud of. The capabilities to efficiently transform at scale—from how you make technology decisions, to the way to approach change management, to the depth of technology understanding leaders need, to the persistent silos that are often reinforced by metrics and compensation regardless of a strategy of “one”—have emerged as gaps that have challenged techenabled transformation, and limited the ability of companies to be more ambitious about the outcomes.",
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      "text": "Indeed, it requires new muscles from their leadership, and often, the industry benchmarks still become the de facto goals and measurement of performance. Reinvention, by definition, cannot be done only with internal thought leadership. Setting a new performance frontier also requires, at a minimum, looking at the rest of the industry. We spend a lot of time looking across industries to inform the solutions that we bring to our clients. We believe that if companies execute on the six characteristics of Reinvention, the use of industry and cross-industry learnings will finally become part of how leaders do business.",
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      "text": "For example, change management, skills and cultural change are often cited as barriers or weaknesses, and yet few companies have moved to centralized, clear and measurable change management capabilities—often using multiple techniques depending on their partner. A Total Enterprise Reinvention strategy flips change management to a core capability that is connected and has consistent approaches, like measurement tools, regardless of function and partner.",
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      "text": "Another example is that many companies continue to struggle with thinking about technology platforms across the company, providing more cost efficiency, more resilience and faster innovation as more parts of the company can access the capabilities. And so, you will see companies that have rapidly moved to the cloud struggling with cost, the ability to use cloud services and truly changing how they operate because the move to the cloud was done business unit by business unit, or function by function— rapidly, and producing early results, but not realizing the full potential of the technology.",
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