The expression: "We did not see it coming!" has often been heard in recent years from decision makers at the highest levels of responsibility in the private and public sectors. Yet there were actually early (warning) signals, but they were often ignored or not used due to a lack of appropriate methodology. To avoid such blind spots, this book provides answers to the question "how to anticipate". The concept of a "weak signal" is at the heart of the proposed methods. After presenting examples of this concept, the authors provide original and validated answers to questions of feasibility: How to recognize a weak signal? How to exploit it? Numerous applications are presented.
An increasing number of business executives, managers and political leaders are using the concept of "weak signals" nowadays. There are also an increasing number of people trying to find out exactly what this concept means, as well as when and how to use it. Such questions arise particularly when it comes down to making strategic decisions. To help with these questions, this book defines the concept of the "weak signal" and then demonstrates how it would be useful in relation to strategic decisions, and more precisely in relation to three moments of the strategic decision, i.e.: The trigger of the strategic decision (what is the trigger, why and when) The development of the strategic decision The implementation of the strategic decision
An increasing number of business executives, managers and political leaders are using the concept of "weak signals" nowadays. There are also an increasing number of people trying to find out exactly what this concept means, as well as when and how to use it. Such questions arise particularly when it comes down to making strategic decisions. To help with these questions, this book defines the concept of the "weak signal" and then demonstrates how it would be useful in relation to strategic decisions, and more precisely in relation to three moments of the strategic decision, i.e.: The trigger of the strategic decision (what is the trigger, why and when) The development of the strategic decision The implementation of the strategic decision
The expression: "We did not see it coming!" has often been heard in recent years from decision makers at the highest levels of responsibility in the private and public sectors. Yet there were actually early (warning) signals, but they were often ignored or not used due to a lack of appropriate methodology. To avoid such blind spots, this book provides answers to the question "how to anticipate". The concept of a "weak signal" is at the heart of the proposed methods. After presenting examples of this concept, the authors provide original and validated answers to questions of feasibility: How to recognize a weak signal? How to exploit it? Numerous applications are presented.
In the same realm as social ecology, industrial ecology and the circular economy, a new interdisciplinary field is growing: territorial ecology. Based on the analysis of the metabolism of human societies at a local level, it helps us diagnose a socioecosystem. This diagnostic is not only based on what is circulating, but also on how it is organized and why. Who is at the origin of a flow? What are their motivations? Who has the power to make decisions about it? This methodology, taking into account both the material description of human societies and the analysis of decisionmaking processes, might also be relevant for territorial diagnostics. It leads us to a systemic view of the consequences of individual and collective actions on the sustainability of local socio ecosystems. Socio-ecological transition implies a substantial evolution of human societies. Innovation, be it technological, organizational or social, is intrinsically involved in this evolution. However, if transition calls for disruptive rather than incremental innovations, we must also assess these innovations with a systemic view of their consequences.
Combining insights from academic research and practical examples, this book aims to better understand the link between financial markets and innovation management. First, we are back to the very definition of innovation and what it means for financial and non-financial companies. Then, we analyze if efficient innovation management by companies is recognized and valued by financial markets. Finally, we focus on innovation within the financial sector: does it really create value outside the financial sector itself. Are Financial innovations value … or risk creators?
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