Description
With strong opinions and wry humor, world-recognized expert Benjamin Gilad reveals how to anticipate and react to early signs of trouble. Surprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent “industry dissonance” — when market realities outpace corporate strategies. Early Warning reveals how to: Change strategy to meet new realities Learn from the mistakes of others via the books eye-opening stories Avoid common tactics like benchmarking and using consultants, which may do more harm than good Tell executives what they need to know — not what they want to hear Each chapter ends with a Managers Checklist of key points, and the book includes numerous charts, tables, and tools.
