Detecting events, whose Wirkungen are important for the subsequent earnings and safeguard of the company’s growth with a time offset the early warning instruments must be linked information and terms of data very closely with the company’s own strategic orientation as well as with the external corporate world. Even weak signals, i.e. only fuzzy structured information must be filtered out. Indicators should focus not on backward-looking sizes, but aimed more to the description of risks and latent opportunities. It comes to identify positive or negative developments, expressed in a change in the respective indicators over time above or below certain thresholds, as early as possible. Early warning radar on the environment of the company: early warning tools are focused not on data from business activities, which have already taken place. Rather it concerns their effects with analysis and thereby detecting events, time offset are important for the subsequent earnings and safeguard of the company’s growth. Therefore, early warning tools are also part of the strategic planning with the proviso to signal possible disruptive events of corporate development with the temporal flow.
“Cf. Becker, Jorg: strategy-check and balance of knowledge, ISBN 9783837073058. the early warning instruments of expression: target actual variance analysis, development of number systems to counter catalogs, strategic radar” also weak signal acquisition. Task fields for early warning instruments: signals: both business and environment signals, even in the weak form capture and deploy. Changes: Note on changes of existing or the potential for success. Causes: Analysis of the relationship between observed signals and developments. Assessment: Assessment of signals according to their importance for the company. Planning: Implementation of the findings in the target and plan processes.
CF. Becker, Jorg: Management cockpit of the intellectual capital report, ISBN 9783837046540.. the early warning instruments must be linked with the company’s own strategic orientation as well as with the external business environment information and terms of data very closely. Even weak signals, i.e. only fuzzy structured information, must be filtered out. Possible critical events are usually the result of a longer process, begins to draw attention to the signals on long time before often only by weak. With the method of scanning be like with a strategic radar”almost with a 360-degree search method specific grid in the environment of the company after weak signals sampled. Has it received weak signals with this scanning could be evidence of critical events, monitoring joins in the second step. This is an analytical diagnostic process, additional, in-depth information to the to the detected signal gain. While trying the method of leading indicators”possible disadvantages of purely statistical methods as a result “to get around by indicator” details of events you want to record and then put into signals. The observing fields selected as early-warning indicators must be adapted to changing conditions.