Post by account_disabled on Dec 28, 2023 4:22:45 GMT -5
Accessed through conversational interfaces such as smart speakers. Looking to the future. To prepare for the future, leaders can develop different scenarios that reflect how current uncertainties may play out in the coming years. When they engage in such activities, they are less likely to see weak signals in isolation and dismiss them as background noise. If competing scenario narratives are developed, it becomes easier to relate potentially important weak signals to some of them, placing them in a broader context. For example, a competitor's decision to cut prices may not seem particularly noteworthy, but it may become highly relevant when related to new regulations or customers switching.
To another brand. To stimulate scenario planning, leaders should ask guiding questions about the future, such as what surprises might actually hurt us (or help us)? And what surprises might the future hold that are as big as those we've seen in recent decades? For example, financial services companies should ask: What surprises in the future might be as big as or? Companies in mature Job Function Email List manufacturing industries should consider whether, how and how quickly technological advances (such as lighting) will disrupt their businesses. Step Three: Proactive Scanning Deep Dive Fortunately, most organizations do have some independent thinkers. But as Intel's legendary co-founder and former CEO Andy Grove points out, the problem is that they are often unwilling to share their deepest concerns and feelings with leadership.
For example when something unexpected happens within an organization, there are usually at least some people who won't be surprised but won't say anything. Without explicit encouragement, idiosyncratic insights rarely emerge. Leaders need to create safe spaces for marginalized people to express their views. Additionally, vigilant organizations should solicit participation from employees at multiple levels. Together, these strategies will help foster a culture of curiosity that identifies opportunities and defuses problems before they erupt. Although the dangers of groupthink are widely recognized, many leaders still struggle.
To another brand. To stimulate scenario planning, leaders should ask guiding questions about the future, such as what surprises might actually hurt us (or help us)? And what surprises might the future hold that are as big as those we've seen in recent decades? For example, financial services companies should ask: What surprises in the future might be as big as or? Companies in mature Job Function Email List manufacturing industries should consider whether, how and how quickly technological advances (such as lighting) will disrupt their businesses. Step Three: Proactive Scanning Deep Dive Fortunately, most organizations do have some independent thinkers. But as Intel's legendary co-founder and former CEO Andy Grove points out, the problem is that they are often unwilling to share their deepest concerns and feelings with leadership.
For example when something unexpected happens within an organization, there are usually at least some people who won't be surprised but won't say anything. Without explicit encouragement, idiosyncratic insights rarely emerge. Leaders need to create safe spaces for marginalized people to express their views. Additionally, vigilant organizations should solicit participation from employees at multiple levels. Together, these strategies will help foster a culture of curiosity that identifies opportunities and defuses problems before they erupt. Although the dangers of groupthink are widely recognized, many leaders still struggle.