Implementation of an early warning process

Observe the development of the environment and recognize the trends in time   

Companies often dispose of a strong instruments for monitoring of the strategy implementation (strategy controlling). Is the direction once fixed, the focus is set on the implementation of the determined measures. But often it is examined too rarely if the current strategy is still consistent with the assumed development of the environment. As a consequence, the company is frequently surprised by sudden market changes.

The classical strategic controlling has to be completed by the process of strategic early warning . This comprehends the continuous monitoring of the company environment and the interconnection of these information to the strategic process. So the strategy development provides the demands for important areas of observance (premises of strategy). Otherwise the process of strategic early warning provides new information, which must be incorporated in the strategic planning process.

The ScMI AG supports companies to define and implement these processes of early warning. In the initiation of process, the ScMI AG helps to limit one appropriate area of observance, the fixing of organisational structures and processes as well as to define formats of reporting. With my4sight™ , the ScMI AG addditionally offers a software to model and support the processes of early warning.

In ideal case the process of early warning is placed on the previously developed scenarios of environment, which are observed by scenario monitoring and continuously advanced. Through the early warning the selective debate about the future in a scenario project will be seamlessly transferred into one continuous future-process.

Processes of early warning are not only be implemented to complement the strategy process. They are especially important to contribute to the innovation management, the business development or the risk management.

The processes of strategic early warning are used:

• In strategy controlling to protect the strategy against sudden shifts of the market (dynamic strategies).
• To support the innovation management or the business development through the continuous allocation of trends.
• For the continuous observance and further development of the existing environment scenarios.
• In the area of risk management for the continuous identification and evaluation of qualitative risks in the environment of companies.