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First time here and access more articles. Magazine Winter Issue Research Feature How Vigilant Companies Gain an Advantage in Turbulent Times When uncertainty increases, the best performers know where to look for warning signs and how to navigate their environment to stay ahead of the curve. George Day and Paul Shoemaker Year Month Day Reading Time: Minutes Topics Innovation Strategy Workplace, Teams and Culture Disruption Innovation Strategy Leadership Leadership Leading Change Collaboration Skills & Learning Subscribe to Access and Share What to Read Next Top 10 Articles of the Year Open Innovation II A decade of adding cybersecurity expertise to your boardroom.
What questions managers should be asking about AI models and data sets Image by Richard Mia The cost of being slow to perceive threats and opportunities in a competitive environment can be devastating. Just ask, it's a pioneer in catering to electronics enthusiasts. After dabbling in Job Function Email List mobile phone distribution in the 2000s, the multi-store U.S. retail chain didn't react quickly enough to the rigors of e-commerce and failed to find ways to connect with a new generation of electronics tinkerers and consumers. manufacturer. After many attempts to get back on its feet, the once-thriving company filed for bankruptcy in 2006 and never recovered.
Businesses can avoid such dangers by spotting shifts in direction before their competitors do. In studying companies over the past decade, we've found that what sets the most vigilant companies apart is not the tools and methods they use, but the systematic approach they take in determining what they focus on and how they explore it. They tend to take four basic steps. First, they strategically scan the environment, often scanning outside their comfort zone, to begin to identify where relevant signals may be coming from. Second, they ask guiding questions that direct the organization's scarce attention to where threats or opportunities are most likely to arise. Third, they conduct targeted analysis to better understand the source and meaning of any weak signals they receive. Finally, they track the most interesting signals.
What questions managers should be asking about AI models and data sets Image by Richard Mia The cost of being slow to perceive threats and opportunities in a competitive environment can be devastating. Just ask, it's a pioneer in catering to electronics enthusiasts. After dabbling in Job Function Email List mobile phone distribution in the 2000s, the multi-store U.S. retail chain didn't react quickly enough to the rigors of e-commerce and failed to find ways to connect with a new generation of electronics tinkerers and consumers. manufacturer. After many attempts to get back on its feet, the once-thriving company filed for bankruptcy in 2006 and never recovered.
Businesses can avoid such dangers by spotting shifts in direction before their competitors do. In studying companies over the past decade, we've found that what sets the most vigilant companies apart is not the tools and methods they use, but the systematic approach they take in determining what they focus on and how they explore it. They tend to take four basic steps. First, they strategically scan the environment, often scanning outside their comfort zone, to begin to identify where relevant signals may be coming from. Second, they ask guiding questions that direct the organization's scarce attention to where threats or opportunities are most likely to arise. Third, they conduct targeted analysis to better understand the source and meaning of any weak signals they receive. Finally, they track the most interesting signals.