Technology companies, such as Facebook, often fail to make crisis management a central feature of their operations, thanks to five blind spots to which they are especially susceptible. Recognizing these shortcomings is the first imperative; the next is developing a well-designed crisis-management program that includes several key features. All tech companies should take heed, because failing to reflect — and then act — can worsen the consequences of crises that come down the pike.

In the wake of the #MeToo and #TimesUp social movements — not to mention the continuing wave of resignations amid misconduct allegations — sexual harassment policies must be on your board’s agenda. This is true regardless of whether the organization is public, private, or nonprofit. For the sake of all its stakeholders, employees, and customers, directors need to do the right thing — and do it now.

Much has been made of the way online platforms have been used to manipulate Western political systems — but this is just one of many greater issues facing the modern world. It’s time for business leaders to insist on policies prioritizing humanitarian and environmental values.

Some techies think that blockchain and “tamperproof databases” will revolutionize more than money: A blockchain platform for the energy sector could accelerate the transition to renewables. Blockchain can help by making tracking energy more granular, automated, and trusted, which can allow companies to better verify claims of carbon neutrality. It could also streamline financing and insuring new energy projects and even help create a new kind of energy market.

The behavior of senior leaders is the top change driver in digital transformation projects.

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.

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.

A powerful idea can be stood on its head — and deeply misunderstood — when it passes through the filter of viral sharing on Twitter.

Employee satisfaction can be a double-edged sword. Satisfied employees produce higher quality-outputs and have less turnover. But satisfaction can inhibit innovation: People who are OK with the current way of doing business are not likely to transform it. They need to be aggravated enough with their current situation that they are willing to take the risks to change it. By sowing the right kinds of dissatisfaction, leaders can drive their organizations to higher levels of innovation and value.

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.

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.

What happens when a company whose roots go back over a century — a bank, no less — decides to adopt agile management methods developed in the software industry? Though ING bank in the Netherlands is less than three years into the process — and it’s therefore premature to declare the initiative a success — taking a deep dive into the organization’s early experience with agile is nonetheless instructive.

It’s not going to be enough to identify what jobs will be still be available to humans once computers expand their repertoire. We have to reimagine work altogether.

Success in managing digital transformation starts with clarification of priorities, effective feedback, open development communications, and a willingness to take risks. These four behaviors, which allow employees to share ideas more freely and embrace taking risks, can lead to higher-performing teams during digital transformation.

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.

Bad data is the norm. Every day, businesses send packages to customers, managers decide which candidate to hire, and executives make long-term plans based on data provided by others. When that data is incomplete, poorly defined, or wrong, there are immediate consequences: angry customers, wasted time, and added difficulties in the execution of strategy. Getting in front on data quality is crucial, and presents a terrific opportunity to improve business performance.

Traditionally, big energy companies focused primarily on power generation, not customer-centricity. But that’s changing — and today’s digitally empowered customers have opinions about everything from where their energy should come from to when their bills should arrive. Lynn Good, CEO of Duke Energy Corp., reflects on guiding her company through this transformation.

Some of the thorniest obstacles to achieving digital maturity aren’t technological — they’re political. Most internal political conflicts, however, can be mitigated by a careful, systematic approach to defining, structuring, and deploying large-scale initiatives.

“Becoming digital” is a totally different exercise from digitizing. Digitization involves standardizing business processes and is an important enabler of digital, but digitization on its own won’t make a business a digital company. Instead, a digital transformation involves rethinking a company’s value proposition. To become digital and pursue a digital vision, companies must embrace information-enriched customer solutions delivered as a seamless, personalized customer experience.

Businesses develop strategies to address complex, multi-layered business environments and challenges — but to execute a strategy in a meaningful way, it must produce a set of specific priorities focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, executives will get better results if they develop a small set of actions that everyone gets behind.