If your disruption is merely about extracting value, the brand will be at risk. At its core, brand is a mark of trust and marketing is about creating long-term value.

You may be compliant, but are your customers going to trust the way you manage the data? To what extent do the employees working on the data ever feel they are compromising their own sense of integrity?

The key insight is that what you promise to your customers ought – at some level – also to hold true for your employees. More empathically, you want the employees to be the core embodiment from which radiates out the values, promises and service.

By having a clear strategy that is shared throughout your team, you will be better able to orient your selections and apply your resources.

When YOU LEAD, you’ll find the best way to be yourself, get results and the genuine reputation to which you aspire.

Digital, by itself, isn’t strategic. It’s a term that broadly represents an array of technological tools, devices and platforms that need to be applied to the company’s overall strategy.

Stay critical and exigent about how you are creating value in a responsible manner.

The more viable long-term solution is to create an ethical framework by which all within the company – and especially at the top – are held accountable.

As much as you might be laser-like in your attempt to extract value, it’s critical to remember your personal and corporate values as you work with data to add value as well.