Digital capabilities in companies are widespread according to the fifth annual research study by MIT Sloan Management Review and Deloitte, with more than two-thirds (68 percent) of respondents having moved beyond the early stages of digital maturity. This seems prudent, as nearly 90 percent of the executives surveyed believe their industry will be disrupted by digital technologies. Still, less than half (44 percent) believe they are adequately preparing for that disruption. A common practice has been to wade into the digital waters by setting up digital capabilities in pockets of the organization. The challenge comes when trying to integrate these pockets into the wider legacy organization. Interactions between the two are often inconsistent and stifle the digital organization, preventing it from being as effective as it could be. But by rewiring the organization—rather than wholesale redesigning it—these digital subgroups can not only become an integral part of the company but also more effective in their own right.