Digital transformation often starts with leaders identifying a fundamental change in the competitive environment and moving quickly to counter a potential disruption. But as Jeanne Ross explains, even the most forward-looking strategies are bound to fall flat unless leaders themselves evolve — and in some pretty dramatic ways.

You stand in front of a roomful of decision makers and present an iron-clad case for a compelling, data-backed proposal. The group’s reaction? Tepid, at best. So, what happened? Nancy Duarte would likely tell you that you were missing the story behind the data. In this episode of Three Big Points, Duarte shows us how to bring data to life in a way that will win people over to your idea.

To bring about culture change, organizations need to rethink the concept of leadership by creating a community of leaders who are dedicated to being customer obsessed purpose-driven, highly networked, and curiosity-driven.

The theory is simple: With a clipboard and a stopwatch, you can measure and improve the performance of your workforce. But management by metrics doesn’t facilitate breakthroughs. For that, you need leadership: the art of doing things you’re not sure of, and doing them with enrollment instead of authority.

The must-reads MIT SMR editors are reading this week, including: the future of self-driving enterprises, the intersection of what new technologies can provide and what customers want, and how you can be a better leader by not giving advice.

Many leaders lack the skills and mindset to thrive in the digital economy, and mindset gaps create blind spots. It’s difficult to be a great leader when you don’t know what you don’t know.

Most organizations can agree on what questions to consider before making a decision about marketing, finance, or operations. But many stumble when the issue has ethical consequences. Leaders need to define what set of questions they want to consider when confronted with an issue that has ethical implications. Seven basic questions can get them started.

Leaders and managers must inevitably consult the analysis, advice, and research of people whose expertise exceeds their own in a variety of domains. Getting the most from that perspective means understanding precisely how to question the experts’ wisdom, no matter what form it takes. Eight specific lessons can help leaders and managers use others’ expertise to the greatest possible advantage in everyday business decisions.

The most popular articles from the MIT SMR archive reflect the depth and range of management challenges our readers face in areas such as innovation, leadership, strategy, and technology. Authors of these “must reads” include MIT Sloan faculty Nelson Repenning and Donald Sull, plus Clayton Christensen, Albert Segars, Michael Schrage, Sam Ransbotham, David Kiron, Philipp Gerbert, and Martin Reeves.

Research shows that giving advice is key to restoring confidence and motivation, which are two important factors for achieving long-term goals. So, instead of having struggling employees seek advice, it’s helpful to have them give it to others.

At JetBlue Airways, customer satisfaction is paramount. The carrier focuses on customer-related KPIs such as Net Promoter Score (NPS) to guide its strategy.

To successfully lead major organizational transformations, executives need to align purpose, performance, and principles within their companies. Doing so isn’t easy — and requires mastery of a wide range of leadership skills.

Making the right decision about which projects and partnerships to enter into seems like it should be easy. But it often isn’t. Being smart about where you devote your resources — your personal time, energy, and finances, as well as those of your organization — means being smart about not just time management, but about choice management. That means being proactive and disciplined about asking why you think a project is a good fit. It also means paying attention to your inner skeptic.

Gone are the days of centralized control of information and decision-making within organizations. With information now widely distributed among employees, Kaiser Permanente CEO Bernard J. Tyson says today’s executives face a critical question: “How do I charge up the organization so that we’re maximizing the intellects of all of our people?”

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

Controlling your time is key in getting things done — but it often involves saying “no” to bosses, colleagues, and family. For most people, says author Greg McKeown, learning how to say “no” unapologetically is essential to success.

Harmful management practices should be treated like corporate viruses by eradicating the conditions that foster them.

In a rapidly changing world, full of mixed messages and various uncertainties, it’s reasonable for leaders and managers to look for some language — a narrative — that helps people grapple with it all. “Journey” fits this particular bill in many respects. It’s a familiar and perhaps comforting framework for describing the pursuit of some end — but using it could affect your ability to envision a wider range of possibilities.

Rapid changes at all levels of society and technology are upon us. Seemingly stable business and social environments aren’t immune. Whether it’s technology, policy, or broader socioeconomic forces, the transformation of your organization and your role in it are all but inevitable. One suggestion for responding: Get outside your standard routine and engage with the changes.

The MIT Leadership Center’s video series highlights different styles of leadership among senior executives and leaders.