You aren’t alone if you feel threatened by this-everyone does, whether consciously or subconsciously. What makes the burden especially onerous is the lack of clear answers: the very nature of disruption means that even the best, most prescient leaders will be steering their company into, and through, a fog of uncertainty. But comparatively little attention has been paid to the cognitive and emotional load that change of this magnitude creates for the individuals involved-including the senior executives responsible for the success or failure of these corporate transformations. Their importance, and the challenge they pose for institutions, has been well documented by management writers. We’ve had a front-row seat at many such transformation efforts. All this is happening at once, and established companies are responding by rethinking their business models, redesigning their organizations, adopting novel agile-management practices, and embracing design thinking. Data, algorithms, and artificial intelligence are changing the nature of forecasting, decision making, and the workplace itself. Industry boundaries have become permeable. Every company is facing up to the profound changes wrought by digitization. We live in an age of accelerating disruption.
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