Seemingly overnight, digital tools, models and platforms have emerged from their traditional back-office function to become an unstoppable strategic force, revolutionizing every industry-and the global pandemic has only accelerated this transformation. As a result, today's executives-many of whom have little expertise or training in this area-are faced with many more technology-driven conversations, ranging from new value propositions to start-up investments to disruptive competitors. The result: they often get defensive about their ability to contribute. The authors, experts in difficult conversations, provide tools that will enable leaders to support the digital evolution of their organizations.

The huge threat posed by digital technologies and models throws many established companies into a panic. In response, they often make big, bet-the-farm moves that fail badly. It's much wiser to take an incremental approach to digital transformation, say McGrath and McManus. Building on a technique McGrath helped develop in the 1990s--discovery-driven planning--the two advise executives at traditional firms to take things step-by-step. Rather than attempting an all-or-nothing pivot, incumbents should exploit their greater resources and knowledge and explore a variety of ideas at once. By continually finding ways to fix problems with digital technology, testing and refining assumptions about what works, getting new information, and minimizing risks, they can learn their way gradually toward an effective digital response. Consider Best Buy's strategy for striking back at Amazon. Best Buy overhauled its processes so that it could cut costs and match prices; turned its stores into an asset by allowing online orders to be picked up there (avoiding delivery headaches); charged brands fees to be in ministores within its outlets; and built a staff of tech consultants who strengthened customer relationships.