{"id":78730,"date":"2024-08-27T16:49:59","date_gmt":"2024-08-27T14:49:59","guid":{"rendered":"https:\/\/schaltzeit.com\/?p=78730"},"modified":"2024-08-28T09:25:10","modified_gmt":"2024-08-28T07:25:10","slug":"the-signal-is-weaker-than-the-noise","status":"publish","type":"post","link":"https:\/\/schaltzeit.com\/en\/the-signal-is-weaker-than-the-noise\/","title":{"rendered":"The signal is weaker than the noise"},"content":{"rendered":"
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When noise makes clear decisions impossible<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\tAs an organization, you made it through the COVID pandemic, and now people are talking about the \u201cage of polycrisis.\u201d Some may dismiss this as an exaggeration, others say, \u201coh, that's just Horx, the Oracle of Frankfurt.\u201d But the queasy feeling remains.\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\tReality mirrors the uncertainty: the budget dispute drags on through the summer lull, inflation is still not under control, and the war in Ukraine keeps simmering. Consumption is slowing, and many are asking themselves:\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tAre we in an economic dip or a prolonged crisis?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tIs this just the beginning?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tShould we wait it out, divest, or perhaps do nothing at all?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tShould we communicate more?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tSpend more time on process optimization or innovation?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\tStrategy consultancies around the world talk about the VUCA world \u2013 a world that is volatile, uncertain, complex, and ambiguous \u2013 and insist that organizations must be robust and resilient. But what does it really mean to be \u201cVUCA ready\u201d? Is it just another buzzword for profiting from fear in falling markets?\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\tThe buyer's market is turning into a seller's market. Company leaders are expected to navigate us safely through uncertain waters, even in times of crisis. But they, too, often feel overwhelmed. \t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tMaybe it's time to quickly bring in some consultants? <\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tIsn't it reassuring to know that the polycrisis and the VUCA world are seen as external factors? <\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tDoes that mean I, as management, am not to blame? Or am I?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tNow what? Should we use our scarce resources to draw attention to ourselves with advertising? But does that make sense if nobody is buying anything anyway? <\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tWould it be wise to consult a few futurists?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
    • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tOr do we wait for the insolvency administrator to shrink the company back to health?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t
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      In times of crisis, measures are often driven by fear<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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      Everyone is aware of the need to act, but the suitability of the measures is questioned less often. As a result, more steps tend to be taken than are actually necessary, because times of crisis can be used for unpopular adjustments.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

      \n\t\t\t\t\t\t\t\t\tFor listed companies, the quarterly figures have to add up, whatever the cost. Drastic measures quickly come to mind: lay off 10% of the workforce? Why not? The other 90% feel safe. As CEO, you score points by taking action. But it's hard to carry this burden alone. And something essential gets lost along the way: shared awareness.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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      Acting merely to be seen as acting must not be the premise.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

      \n\t\t\t\t\t\t\t\t\tThere's a system behind it. We don't wish crisis experiences on ourselves, and we often hide them from our children, too. How often did I hear my mother say, \u201cEverything's fine!\u201d or \u201cWe'll sort it out!\u201d\nAs management, too, you can slip into hope mode in times of polycrisis. But the notion that everything will return to normal often takes longer to come true. \t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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      A passive or reactive attitude toward the future is out of place here<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t\t\t\t\t\tIdeally, companies have employees who take ownership. Especially in times of crisis, they should live this ownership, acknowledge uncertainties, and address them actively. \nNoise can leave us feeling disoriented. We don't know whether to move or stand still. \u201cShould I Stay or Should I Go?\u201d \u2013 we need to get to the bottom of this question. We need to examine what disruptions do and how we can better address the fears behind them.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t\t\t\t\t\tThe polycrisis paints dystopian images of the future. If we better understand the cause-and-effect relationships, it becomes clearer how we need to change as an organization:\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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      • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tWhat measures should we take?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
      • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/i>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tAt what points in time or data points should we revisit these topics?<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t
        \n\t\t\t\t\t

        Noise keeps us from having an impact<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
        \n\t\t\t\t\t\t\t\t\tSince having an impact \u2013 and feeling that impact \u2013 is one of people's greatest motivations, it's clear what disruptions should never cause: a disruption! To deal with disruptions consciously, we recommend collecting them systematically, engaging with them in a suitable setting, naming the dangers and risks, and outlining their possible effects.\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
        \n\t\t\t\t\t\t\t\t\tMany disruptions lead to similar outcomes. When business success suffers and market signals point to crisis, an organization will have to adapt. The only way out of this dilemma is to consciously build resilience, take precautions, and recognize which opportunities an organization misses when it switches into crisis mode prematurely, thereby shutting down its own potential and robbing itself of its own future prospects. \t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
        \n\t\t\t\t\t\t\t\t\tWe stand for switching gears carefully. Let\u2019s clear the noise and strengthen the signal!\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

        As an organization, you made it through the COVID pandemic, and now people are talking about the \u201cage of polycrisis.\u201d Some may dismiss this as an exaggeration, others say, \u201coh, that's just Horx, the Oracle of Frankfurt.\u201d But the queasy feeling remains.<\/p>","protected":false},"author":17,"featured_media":78748,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":"","_ppma_block_editor_authors":""},"categories":[220,243],"tags":[],"ppma_author":[307],"class_list":["post-78730","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gesellschaft","category-kommunikation"],"acf":[],"authors":[{"term_id":307,"user_id":17,"is_guest":0,"slug":"andrewinzersz","display_name":"Andr\u00e9 Winzer","avatar_url":"http:\/\/schaltzeit.com\/wp-content\/uploads\/2024\/03\/cropped-Andre-w_1920px-96x96.jpg","author_category":"","first_name":"Andr\u00e9","user_url":"","job_title":"","description":"The formal head of the company, but generally happier to dive headfirst into new challenges. His switch is set to \u201cmain\u201d, his range of action preferably to \u201csimultaneous\u201d. He passionately analyzes & interprets business models. His workshops and talks revolve around the theme of \u201cPreparing for Tomorrow\u201d. He likes to show that business models can easily be transferred to other industries."}],"_links":{"self":[{"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/posts\/78730","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/users\/17"}],"replies":[{"embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/comments?post=78730"}],"version-history":[{"count":0,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/posts\/78730\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/media\/78748"}],"wp:attachment":[{"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/media?parent=78730"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/categories?post=78730"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/tags?post=78730"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/schaltzeit.com\/en\/wp-json\/wp\/v2\/ppma_author?post=78730"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}