Filters of weak signals hinder foresight: Monitoring weak signals efficiently in corporate decision-making

This paper presents a construction for information filters in the strategy process and proves that the nature of objectives and the method used in environment scanning have a major impact on the outcome.

Abstract

Already two decades ago strategy literature started a discussion on weak signals (H.I. Ansoff, Implanting Strategic Management, Prentice-Hall International, Englewood-Cliffs, NJ, 1984). Currently the weak signals approach is experiencing a renaissance in strategic planning but now either in the context of strategic flexibility or peripheral vision. In this paper we aim, firstly, to present theories describing filters that a weak signal has to pass in the strategy-creation process. Secondly, we present a construction for information filters in the strategy process and prove that the nature of objectives and the method used in environment scanning have a major impact on the outcome. Thirdly, we introduce an application that opens filters for weak signals in the strategy process and thus provides the organization with an opportunity for pro-active decision-making.