December 15, 2021
Executives who spot signs of big market shifts face a quandary: They need good data to convince stakeholders that their companies have to change. But by the time data about disruptive trends is public, opportunities have shrunk or disappeared, and their firms may be on burning platforms.
How can leaders build the conviction to act before evidence is abundantly clear? First, they can gather “private data” (from their employees, customers, and proprietary systems) that illuminates the risks firms face. Second, they can map their firms’ position on the information-action paradox model and use it and other disruption frameworks to inform discussions that lower the threshold of proof.
How to make the case when the evidence isn’t yet clear by Pontus M.A. Siren, Scott D. Anthony, Utsav Bhatt
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