Monitorizar o contexto

Ainda ontem me perguntavam acerca das ferramentas que podem ser usadas para monitorizar o contexto externo. Entretanto, li este texto com algumas ideias muito interessantes:

"The reason the company had not considered these and other areas of potential disruption had to do with its entrenched habits and cherished beliefs. The team was accustomed to a rigorous — but narrow — approach to planning. They built financial projections, tracked their immediate competitors, and followed R&D within their industry sector. That was it.
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What I observed is hardly unique. When faced with deep uncertainty, teams often develop a habit of controlling for internal, known variables and fail to track external factors as potential disrupters. Tracking known variables fits into an existing business culture because it’s an activity that can be measured quantitatively. This practice lures decision makers into a false sense of security, and it unfortunately results in a narrow framing of the future, making even the most successful organizations vulnerable to disruptive forces that appear to come out of nowhere. Failing to account for change outside those known variables is how even the biggest and most respected companies get disrupted out of the market.
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Futurists call these external factors weak signals, and they are important indicators of change. Some leadership teams lean into uncertainty by seeking out weak signals.
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As a quantitative futurist, my job is to investigate the future, and that process is anchored in intentionally confronting uncertainties both internal and external to an organization.
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I use a simple tool to apply the future forces theory to organizations as they are developing strategic thinking. It lists 11 sources of macro change that are typically outside a leader’s control.

It might go against the established culture of your organization, but embracing uncertainty is the best way to confront external forces outside your control. Seeking out weak signals by intentionally looking through the lenses of macro change is the best possible way to make sure your organization stays ahead of the next wave of disruption."

Trechos retirados de "The 11 Sources of Disruption Every Company Must Monitor"