Leaders in a digital world have to navigate more complexity than ever before, where a problem that arises in one node of such network work can spread easily, with widespread adverse impact. But complexity-induced problems often have similar fundamental causes — and similar solutions. Leaders can ameliorate the effects of complexity by developing broader, not just deeper, perspectives; learning to think in terms of scenarios; and being clear about strategic intent.

Considering the increasing pace of technological change and volatility in many industries, the need for corporate transformation is rising. Unfortunately, the chance of successfully achieving it is falling.

When developing strategy for execution, managers often want to start by setting their strategic priorities, but that’s a mistake. Management teams should start by identifying the corporate vision and critical vulnerabilities — both of which help clarify and shape priorities.

As organizations explore how software robots — or bots — can help automate administrative tasks and decisions, it pays to keep in mind some of the risks that come with the territory.

New factory audit processes help companies that outsource production to evaluate supplier performance in more depth, leading to more effective decision-making. Three key issues that hamper modern auditing — standardization, cost inflation, and fraud — are being mitigated by new systems that automate the inspection process while tailoring it to specific inputs. The result: analytical capabilities that go beyond the classic audit model.

Creating innovative products and services that disrupt the status quo requires creativity, and creativity involves thinking differently about constraints. But too much of a “the rules don’t apply to us” attitude can lead to ethical crises. That’s what’s happened at Uber, where a string of controversies led to a mass exodus of executives, including the company’s president and CEO. Organizations intent on innovating need to understand ahead of time the consequences of breaking certain rules.

As demographic changes and technological advances upend the marketplace, MetLife has responded by making digital transformation the heart of its business model.

With the benefit of digital technologies, companies are using Big Data to identify supply chain risks and create early warning systems with much greater speed and precision. However, the ability to respond to these signals hasn’t advanced at the same pace.

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.

For PepsiCo, entering the natural beverage markets of coconut water and smoothies meant developing new risk-management practices. In the coconut water business, “lead times are longer and supply is more variable than in PepsiCo’s traditional beverage supply chain,” write Tim Rowell of PepsiCo and James B. Rice Jr. of the MIT Center for Transportation & Logistics. “The company has had to build enough inventory to minimize stock outs — without causing excessive losses through obsolescence.”

Eight out of 10 executives surveyed say that as the business value of data grows, the risks their companies face from improper handling of data increase exponentially. While digital advancements enable new opportunities for businesses to compete and thrive, they also create increased exposure to systemic risks. Success in the digital age will require a new kind of ethical review around how companies gather and use data.

Many European companies didn’t have contingency plans if Britain decided to exit the EU, and now are playing catch-up. They shouldn’t have been caught off guard.

What’s happening this week at the intersection of management and technology: how to avoid digital black swans; partnering with early-stage startups; the trouble with wearables.

Companies can continue creating value in the face of disasters, both natural and manmade, when they recognize and develop strategies to take advantage of their interdependencies with the societies in which they operate.

In a conversation with MIT SMR’s David Kiron and Sam Ransbotham, associate professor of information systems at the Carroll School of Management at Boston College and guest editor for the Data and Analytics Big Idea Initiative for the MIT Sloan Management Review, Jeffrey Bohn, chief science officer at State Street Global Exchange discusses how he is developing better trading and risk strategies for clients using State Street’s proprietary data and analytics.

Pursuing a high-impact innovation strategy can have terrific payoffs — but it’s also extremely risky, and most companies won’t do it. Yet a comparatively less risky, proactive approach that strings together “lily pads” of capability-building investments, technical and conceptual advances, and market explorations into “enabling innovations” can bring companies closer to their goal and provide a long-lasting competitive edge.

The Winter 2016 issue of MIT Sloan Management Review explores how increased transparency — and, in particular, the ready flow of information in a digital world — is changing the environment in which corporations operate. Transparency also is changing the distribution of power between large organizations and those who challenge them. Executives need to anticipate the possibility that any issues related to their company could someday be public knowledge.

In a webinar, Joseph Fiksel and Keely Croxton of The Ohio State University explain how proactive managers create innovative, dynamic organizations that can prosper under any circumstances. “We define resilience as the capacity to survive, adapt, and flourish in the face of turbulent change and uncertainty,” Fiskel said. Their research-based methodology identifies important supply chain vulnerabilities and sets priorities for strengthening capabilities.

Insurance companies are uniquely positioned to address challenges such as climate change and human rights issues in their roles as risk managers, risk carriers, and investors. The Principles for Sustainable Insurance (PSI) initiative launched by the UN Environment Programme Finance Initiative in 2012 serves as a global framework for this effort. The PSI are now backed by more than 80 organizations worldwide, representing 20% of world premiums and $14 trillion (USD) in assets.

The Fall 2015 issue of MIT Sloan Management Review has two big themes: developing tomorrow’s leaders, and disruption. In a special report on leadership, four articles explore how to engage, keep, and train the next generation of managers. “Preparing for Disruptions Through Early Detection” highlights the detection techniques to become more resilient. And “How Useful Is the Theory of Disruptive Innovation?” takes a deep dive into Clayton M. Christensen’s influential theory of disruptive innovation.