This week’s must-reads for managing in a digital age: just because companies recognize re-skilling and upskilling is critical doesn’t mean they’re doing it right. Also, how to choose charts everyone understands, where blockchain is headed in the enterprise, and words of wisdom for managing your career in an age of uncertainty.

The days of the well-planned career path are over. It is rare for a professional to stay in the same industry, let alone the same company, for the majority of their working life today. And the threat of career disruption grows only greater as the pace of digital change increases. Author and expert Whitney Johnson offers her prescription of specific steps you can take to help ensure you stay in control of your own career amid all this unpredictability.

This week’s must-reads for managing in a digital age: The right way to regulate big tech, how 5G will change the nature of work, and a new podcast for busy leaders.

Too many companies mistakenly view digital disruption as a technology threat, so they undertake digital transformation by focusing primarily on the need to upgrade their systems. That is a costly error — one that could even be fatal if taken to the extreme. Above all else, digital transformation is about people: the right people inspired by the right culture prepared to adapt to a very new landscape. Driving that culture is a leader’s most important responsibility today.

Advice for shielding your company — and career — from disruption. A step-by-step structured decision-making process. Entrepreneurship in China and medical innovations from patients. That’s what you’ll find in MIT SMR’s Spring issue.

Although most manufacturers are beginning to flirt with digital technologies, not one has successfully pulled off a digital transformation. CEOs still have to figure out its art — and science — forcing them to draw up their game plans on the fly, which inevitably leads to tension and trauma. But they are learning. Here’s how GE has navigated its own digital transformation process.

Volatility in an industry should concern not only the companies within it but also the people who work for them. To stay ahead of developments that may disrupt your professional life, you must make two evidence-based diagnoses: How volatile is your industry? And what explains the volatility? The answers will equip you to disrupt your own career preemptively.

In recent years, a handful of Chinese companies like Alibaba, Haier, and Tencent have garnered a lot of attention as they have emerged as global innovators. They are challenging the R&D strategies of foreign companies and offering lessons on how to make ideas commercially viable. But there’s another, less obvious force to be reckoned with in China: thousands of innovative companies that are quietly disrupting numerous industries and developing new products and new business models.

According to a 2019 NewVantage Partners survey, fear of being disrupted is a leading factor for executives making heavy investments in AI and big data. While many are already seeing measurable results, companies that invest in their people and processes in tandem with technology may see the highest adoption.

Digital newcomers who understand their consumers can change the economic status quo. This has been true in China and its banking industry in recent years. The financial arms of Alibaba have used powerful consumer experience insights from their digital ecosystems — and altered the nature of competition for incumbents in the process.

In 2018, MIT Sloan Management Review readers gravitated toward new articles that will help them prepare for the future of work, including topics as varied as skills needed in the age of AI and digital communication tools for virtual teams. The most popular article of the year focused on an area high on the list of most CEOs’ agendas: how to transform your organization successfully.

Three principles show how successful retailers are responding to digital disruption and using insights to improve customer experience — not just in the end-of-year rush, but year-round.

Even a highly skilled, knowledge-based industry like management consulting — one worth $250 billion and filled with some of the smartest people on the planet — is vulnerable to the same market forces that are disrupting services everywhere, including AI.

Innovation and disruption are transforming the health care industry, with unlikely partners like Walmart and Humana teaming up to deliver high-quality, low-cost care to customers. Regina Herzlinger, the Nancy R. McPherson Professor of Business Administration at Harvard Business School and an expert in health care delivery and innovation, discusses the lessons such collaborations between health care retailers and insurers offer for managers.

In the digital world, companies need to become a destination for customers. The key is using digital as differentiation and offering customers something compelling. This requires a new playbook for how to do business as well as new ways of engaging customers. The trend is for individual and business customers to prefer just one or two powerful ecosystems in each industry, raising the stakes for leaders to better understand their options and clarify their own game plans.

Emerging technology and new business models have created new ways of serving customers and allowed digital leaders to disrupt traditional companies. Disruption rarely comes out of nowhere, however: There are common patterns to learn from and three major signals to recognize in evaluating the risk for your industry.

The ability of digital technologies to accelerate business is giving rise to new value propositions — new ways to eliminate hassles and create solutions. But research from MIT’s Center for Information Systems Research suggests that while business leaders need to start redesigning their existing systems and roles to better solve customers’ problems, they will not be able to do so quickly. Case in point: The slow and steady digital transformation of Dutch technology company Royal Philips.

Data from MIT SMR’s research suggests corporate leaders may need a reality check on the threat level posed by evolving digital technologies. Quite a few executives see the opportunities and potential for digital technologies — but most don’t recognize the threat posed by failing to respond fast enough.

Responding to a recently published essay, an MIT SMR reader pushed back against the view that managers must prepare for radical and rapid change in a digital world; he argued that this position may be overly alarmist. The discussion continues.

There was once a time when middlemen were indispensable. Intermediaries facilitated transactions between makers and buyers; they closed the gaps between disconnected entities that required one another for survival; and, within organizations, they interpreted high-level corporate strategy and connected it to front-line execution. But one by one, such intermediaries are being made obsolete by technology.