[insert-author-info] Kyle Fisher, CPSM, Associate Principal at Arup moderated a discussion that provided essential insights into leading in the digital revolution. Fisher prepared a variety of questions for the two speakers, Adam Hayes, Partner at Openshop, and Kim Kotwitz, Global SVP of Publicis Groupe. Hayes and Kotwitz are deeply rooted in the digital world through their respective positions, and shared their impressions on the changes and current trends taking place with the increased digitization of the world. Fisher began the discussion by asking Hayes and Kotwitz how people are utilizing the opportunities of the digital age. Kotwitz cited that developments include the creation of digital-specific tools, changes in branding, and the democratization of information. She revealed that the availability of information has upended the pyramid of influence. Previously, only a small elite had control, and this has shifted to the general public holding significant power over information. Hayes elaborated on this point, stating that his work, especially in the realm of hospitality, has switched to a public focus. He has found that the emphasis is now on creating an end product that starts from the bottom and serves the public. Hayes also stated how the switch to digital has changed client delivery. In the past, the client would tell the consultant what to do and the consultant would execute it. Now, client delivery is about the Human Experience and adapting this experience into the digital. Hayes defines the human experience as the physical, meaning that people inhabit the physical space and the emotional, that everyone is having a different experience based upon who he or she is. In implementation, Kotwitz expanded on this to say that leaders have the responsibility to take on the role of “storyteller and chief.” In the business world, this means inspiring internally and externally by distributing the company ethos while appealing to the personal and emotional experience. One of the attendees asked the question about how to handle online criticism of a company or how to control conversations occurring online that the company may not want to have. Kotwitz discussed that certain sites have more credibility than others. She recommends taking the feedback and working within the organization on how the feedback should be addressed. Kotwitz advised against deleting the conversations or replying with either a generic response or setting up a robotic response, as these typically worsen the situation. One option is to respond to the person’s comment in a human voice, which will make it obvious that a person is on the other side. Another effective way to address the situation is to take the conversation off a public forum and work with the person directly. Hayes suggests reframing the situation as an opportunity rather than a problem, and to look at how to leverage the comments to create a conversation. Kotwiz also shared companies that looked at the online feedback, addressed it, and filtered the experience into marketing and PR programs.