The Vigilant Organization Program
Discovering and Charting a Course to Exceptional Results through Vigilance
See Sooner and Act Faster
35% Increase in Market Capitalization1
35% Higher Profitability2
About This Program
Vigilant firms have greater foresight than their rivals, while vulnerable firms often miss early signals of external threats and organizational challenges. It’s the primary reason why vigilant organizations improve market capitalizations 35% more than their vulnerable rivals, and are more profitable.
Vigilance is an especially critical organization capability as new digital technologies begin to converge in ways that will continue to reshape industries and business models.
Senior leaders must:
- Allocate the scarce resource of their attention to studying weak signals and anomalies,
- Make smart investments in foresight so that the organization is prepared to take action when the timing is right
- Encourage the entire organization to spot and report changes in competitors, customers, market conditions and more,
- Develop new approaches to strategy making to enable mid-course corrections when they are necessary
Research shows that the single most important factor for building a vigilant organization is leadership commitment. This Sprint highlights why senior leaders must demonstrate curiosity, willingness to explore beyond industry boundaries, and aptitude for gaining insights through external networks. Senior leaders also must set the tone and create accountability for gathering information at the front lines and sharing it upwards and laterally across functions.
Senior leaders will discover what it takes to build superior vigilance capabilities for anticipating potential threats, spotting latent opportunities, and acting faster when the time is right.
George S. Day
George S. Day is the Geoffrey T. Boisi Emeritus Professor and Senior Fellow of the Mack Institute for Innovation Management, at the Wharton School of the University of Pennsylvania. He is the author of nineteen books on marketing, innovation, and strategic management.
- Professor Emeritus of Marketing, The Wharton School
- Co-Author, See Sooner Act Faster and Author, Strategy from the Outside-In
- Taught at Stanford University, the University of Toronto, MIT, Harvard Business School, and the London Business School
- One of eleven “Legends of Marketing”
Paul J.H. Schoemaker
Paul J. H. Schoemaker founded and served as CEO and Chairman of Decision Strategies International and recently launched Q2 Tech. He is the author of eleven books and has served on the faculties of the University of Chicago and the Wharton School.
- Former Research director at the Mack Institute for Innovation Management, Wharton
- Founder of Decision Strategies International
- Co-Author, See Sooner Act Faster and 8 other leading business books
- Among the most highly cited scholars globally (top 1%)
Identify the organization’s greatest vulnerabilities related to digital turbulence
Use outside-in thinking to determine what organization capabilities are needed
Learn to use scenarios and analogies to consider uncertainties, amplify weak signals and develop stories about possible futures
Ask the “right questions” to learn from the past, examine the present and envision the future
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(1, 2) Source: Rohrbeck, Rene and Kum, Menes Etingue. (2017) Corporate foresight and its impact on firm performance: A longitudinal analysis. Journal of Technological Forecasting & Social Change.