Our mental models about mobility—individually owned cars, gas stations, traffic jams, the driver’s license as a rite of passage—are on the verge of disruption. Mobility is about to become cheaper, more convenient, a better experience, safer, and cleaner—not 50 or even 25 years from now, but perhaps within a dozen.

We describe the coming transformation as mobility’s Second Great Inflection Point, because it has the potential to be as profound as the one that put horses to pasture and revolutionized industries and societies worldwide. A defining characteristic of the new world taking shape is that the automotive industry, which has operated for more than a century alongside but decidedly disconnected from other components of what transportation has come to mean, will blend into a more interconnected, customer-centric ecosystem. That shift boosts the odds that the momentous changes afoot will affect your business, even if the closest you currently get to a car is your morning commute.

For telcos to keep and grow market share, the network division needs a makeover that lets it shed its cost-center past to become a leading function that influences the digital and analytics metamorphosis of the core.

Executives setting up a behavioral-science unit should start by challenging themselves with six questions.

If you’re serious about setting up a behavioral-science team—or a nudge unit, as we’ll more colloquially refer to it in this article—you need to ask yourself some tough questions, such as what it should do, where it should sit, how you’ll know it’s succeeding, and whether you’re ready for the ethical tensions it may raise.

Subtle interventions to help people make better decisions are hardly new. Since the 1950s, behavioral scientists, using a mix of economics and psychology, have studied human irrationality and devised ways both to improve the choices made by consumers and influence how employees react in the workplace. Increasingly, over the past two decades, companies have used the insights of behavioral science to reduce bias in boardrooms, improve strategic decision making, provide benefits for customers, enhance the effectiveness of marketing campaigns, and avoid making bad bets on major acquisitions or investments.

To survive and thrive, many organizations are making the effort to become more agile. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future. In the article “The five trademarks of agile organizations,” we detailed the major differences between traditional and agile organizations. Given the distinctions, the personal characteristics that lead to success in an agile organization also differ from those in a traditional organization.

By redirecting resources and employees to higher-value areas, companies can ensure that organizational structure and spending align with business strategy.