Post by account_disabled on Dec 28, 2023 4:15:06 GMT -5
To address seemingly weak signals in different areas (e.g., socioeconomic and political forces, customer or channel shifts, the behavior of competitors and complementors, emerging technologies, and the behavior of media and influence shapers), Some of these, at first glance, may seem minor to the company. In addition to looking outward, leaders must remain alert to risks within the organization, such as misguided sales targets and unstable relationships, to prevent small problems from turning into large crises. Companies like Wells Fargo, Volkswagen, and Boeing have learned the hard way that ignoring worsening internal problems caused by negligence or willful blindness can cause just as much damage as external blind spots.
In today’s polarized media world, an age of constant data generation and selective signal amplification, the sheer volume of warning signs can easily overwhelm an organization’s ability to properly absorb them. Leaders develop strategic scope with the goal of beginning to Job Function Email List draw the organization's attention to the most pressing issues in order to gain relevant input from employees at all levels. Step 2: Use guiding questions to focus your attention Decide which pressing issues deserve close attention and why curiosity is warranted. Leaders must ask questions that reveal the limitations of the company's current knowledge so that they can point out areas of collective ignorance and sensitize the organization to emerging issues.
For example Google co-founder Larry Page asked the company's development teams to predict the future not by thinking about what is real or what might happen, but by asking themselves what might be real, even if it is completely unexpected. This inquiry prompts managers to look more broadly and deeply. We find it helpful to divide problems into three categories: learning from the past, examining the present, and predicting the future. Learn from the past. The past may not reliably predict the future, but it can help organizations identify persistent blind spots and systemic weaknesses.
In today’s polarized media world, an age of constant data generation and selective signal amplification, the sheer volume of warning signs can easily overwhelm an organization’s ability to properly absorb them. Leaders develop strategic scope with the goal of beginning to Job Function Email List draw the organization's attention to the most pressing issues in order to gain relevant input from employees at all levels. Step 2: Use guiding questions to focus your attention Decide which pressing issues deserve close attention and why curiosity is warranted. Leaders must ask questions that reveal the limitations of the company's current knowledge so that they can point out areas of collective ignorance and sensitize the organization to emerging issues.
For example Google co-founder Larry Page asked the company's development teams to predict the future not by thinking about what is real or what might happen, but by asking themselves what might be real, even if it is completely unexpected. This inquiry prompts managers to look more broadly and deeply. We find it helpful to divide problems into three categories: learning from the past, examining the present, and predicting the future. Learn from the past. The past may not reliably predict the future, but it can help organizations identify persistent blind spots and systemic weaknesses.