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Each situation is distinct, and so is each CEO job’s pivot. It’s important to identify the pivot in very specific terms—and to get it right. Consider the retail industry. Today legacy retailers need leaders who can credibly go up against Jeff Bezos and Amazon. Their pivots should include the ability to focus on the end-to-end consumer experience, deep familiarity with digital innovations (such as in-store geotracking and digitally driven logistics), and the ability to shape the retailing ecosystem of vendors and delivery services. A legacy entertainment company, in contrast, might need a CEO who can amass digital properties, create a team that will use streaming and algorithms to put the company on offense, and make the necessary shifts in people and resources. For a traditional automotive parts supplier, the pivot might include sufficient knowledge of technologies OEMs are using to engage in discussions about industry standards and direction, the ability to build advanced technology into the organization’s core competence, and skill at partnering with upcoming digital-born companies.