Almost every company expects digital disruption in some form or another—but how are they actually preparing for it? Perhaps surprisingly, this preparation may need to be more cultural than technological. Tanya Ott spoke with Gerald Kane about companies’ differing levels of digital maturity as they compete in a rapidly changing world.

Losing customer data to hackers can be costly and embarrassing, but losing intellectual property to cyber thieves could threaten a company’s future. Tanya Ott talks to Emily Mossburg and Ash Raghavan about the risks facing business today.

Health care consumers are looking for the same quality of service that they get in other industries, while doctors find they increasingly need business skills: leadership, marketing, communication. Harry Greenspun discusses how physicians and medical schools are responding to these different pressures in the current health care environment.

Even though healthcare.gov was initially called a public policy disaster, it ended up being one of the best things to happen to a government unable to keep up with evolving citizen expectations. Bill Eggers spoke with Tanya Ott on how government agencies must change their traditional culture to a digital, innovative one to continue to successfully deliver services.

It’s not uncommon for top companies to spend hundreds of thousands of dollars to recruit C-suite execs—but the failure rate is high. Ajit Kambil spoke with Tanya Ott about the 90-day myth, and the three main areas newly hired C-level executives need to focus on to be successful.

Water pipes in most US cities are more than 50 years old, and some even double that age—leading to major health concerns and enormous costs from main breaks. Tanya Ott spoke with Patricia Buckley about the water infrastructure’s “hidden crisis,” and from where the money to prevent it will come.

Is it true that the more you pay people, the harder they will work? How can human resources move from focusing on processes to thinking about human motivation? Josh Bersin spoke with Tanya Ott about how behavioral economics disrupts HR—in a good way.

Why are potentially disruptive forces so hard to see? And how can executives make sense of the endless headlines on the subject? John Hagel and John Seely Brown spoke with Tanya Ott on how executives might need to change their lens to identify patterns of disruption.

We all make bad decisions—but that doesn’t mean we make them for no reason. Behavioral economics aims to explain why we act the way we do, in large and small ways, and helps us better understand our family, neighbors, employees, customers—and ourselves. The goal: to put our natural irrationality to good use.

China’s slowdown, plummeting oil prices, the risk of a US recession: Tanya Ott spoke with Ira Kalish, Deloitte’s chief global economist, about the major economic factors affecting today’s post-OPEC world.