The Netflix-ification of KPI dashboards is dramatically changing how organizations can engage with and align performance metrics to drive better business outcomes.

The fusion of business, technology, and ethics is unfolding at a rate that appears to outstrip our ability as citizens to have meaningful and careful conversations about the effects of our actions on others. At the same time, the civic processes that should encourage innovative solutions to new problems appear to be broken. What we need is a commitment to honestly talk about the challenges technology now poses.

Digital technologies will increase the high levels of ambiguity that executives must navigate. Aspiring leaders may respond by ignoring the challenge, which isn’t sustainable. A better response is to harbor healthy skepticism of the digital technologies they champion, develop values that will lead to better decisions, and work to institutionalize those values at the organizational level.

Moving to a zero-trust network, where all the services an organization needs are hosted in the cloud, is the most secure IT option. Most network breaches are caused by human error: People forget their laptops in bathrooms and cabs, connect to insecure public Wi-Fi, click on emails they shouldn’t, and download attachments carrying malware. The only way to manage this threat is to dismantle the privileged intranet and treat every login as a potential threat.

There are four different pathways that businesses can take to become top performers in the digital economy. Leadership’s role is to determine which pathway the company should pursue – and how aggressively to move.

Cybersecurity can no longer be the concern of just the IT department. Within organizations, it needs to be everyone’s business — including the board’s.

Digital technologies are making work increasingly thought-driven, not muscle-powered. In this environment, planning and execution are merely table stakes for leadership. Real leaders must inspire and reward employee ingenuity, and must be bold enough to move creativity from the organization’s periphery to its center. To do that, leaders need to adopt five personal behavior changes, including resisting the temptation to tell people what to do and embracing distributed leadership.

Although digitization’s disruptive influence is growing rapidly, there’s surprisingly little empirical evidence on the magnitude of digital disruption — nor any showing how companies are reacting on a broad scale. A new global survey of C-suite executives looks at how digitization unfolds across industries and how incumbents are responding. With some notable exceptions, the answer is: “Not well.”

To protect their organizations from cyberthreats, companies need to understand how hackers go about their work. The authors’ research suggests that hackers’ attacks typically involve four steps: identifying vulnerabilities; scanning and testing; gaining access; and maintaining access.

What is the value of data? Many businesses don’t yet know the answer to that question. But going forward, companies will need to develop greater expertise at valuing their data assets.

Top management buy-in, articulating the business case, and ensuring employees have the support and training they need are essential for digital transformation.

To understand how advances in artificial intelligence are likely to change the workplace — and the work of managers — in coming years, you need to know where AI delivers the most value.

If you want to lead your organization’s technology transition, the first step is grasping the realities of digital transformation — rather than getting seduced by the hype.

Our electronic devices and expectations for immediate responses to communications are degrading our attention, with implications not just for productivity but also for mental health and stress levels in the workplace. That’s according to the 2016 book The Distracted Mind: Ancient Brains in a High-Tech World. In an interview, coauthor Larry D. Rosen says that research now shows that “the impact from so many interruptions on our mental and emotional functioning is vast, and it needs to be addressed.”

Cyberattacks are in the news. All kinds of organizations — ranging from Target Corp. and Bangladesh Bank to the Democratic National Committee in the United States — have fallen victim to them in recent years. MIT cybersecurity expert Stuart Madnick explains some of the biggest cybersecurity risks businesses face today — and what executives should do to decrease their companies’ vulnerabilities.

Research shows that successful digital transformation does not require secret digital knowledge; it simply requires the boldness to recognize that digital transformation is occurring and to begin trying to adapt your business to account for and capitalize on these trends.

What’s happening this week at the intersection of management and technology: Toward a more-nuanced understanding of digital competitive threats; building a digitally-savvy board; the ramifications of direct brain-to-computer communication.

Developing a successful strategy for managing customer experience and creating a great experience for employees at the same time can be a big headache, especially for large companies. In this interview, Donna Morris, executive vice president of customer and employee experience at Adobe, discusses how the company’s unique approach generates value and goodwill internally and externally. She is interviewed by Gerald C. (Jerry) Kane, associate professor of information systems at the Carroll School of Management at Boston College and guest editor for MIT Sloan Management Review’s Digital Leadership Initiative.

Information and communications technologies (ICT) have revolutionized the way we work. But do we really understand their organizational impact? In recent research, Raffaella Sadun, Thomas S. Murphy Associate Professor of Business Administration in the Strategy Unit at Harvard Business School, argues that, in spite of the shared acronym, the effects of information technologies and communication technologies should not be lumped together. In fact, their influences within the enterprise not only differ but actually diverge.

Motivational tweeting for execs; people management by algorithm; robotic exoskeletons for laborers.