Skip to content
Law Society of Scotland
Search
Find a Solicitor
Contact us
About us
Sign in
Search
Find a Solicitor
Contact us
About us
Sign in
  • For members

    • For members

    • CPD & Training

    • Membership and fees

    • Rules and guidance

    • Regulation and compliance

    • Journal

    • Business support

    • Career growth

    • Member benefits

    • Professional support

    • Lawscot Wellbeing

    • Lawscot Sustainability

  • News and events

    • News and events

    • Law Society news

    • Blogs & opinions

    • CPD & Training

    • Events

  • Qualifying and education

    • Qualifying and education

    • Qualifying as a Scottish solicitor

    • Career support and advice

    • Our work with schools

    • Lawscot Foundation

    • Funding your education

    • Social mobility

  • Research and policy

    • Research and policy

    • Research

    • Influencing the law and policy

    • Equality and diversity

    • Our international work

    • Legal Services Review

    • Meet the Policy team

  • For the public

    • For the public

    • What solicitors can do for you

    • Making a complaint

    • Client protection

    • Find a Solicitor

    • Frequently asked questions

    • Your Scottish solicitor

  • About us

    • About us

    • Contact us

    • Who we are

    • Our strategy, reports and plans

    • Help and advice

    • Our standards

    • Work with us

    • Our logo and branding

    • Equality and diversity

  1. Home
  2. For members
  3. Journal Archive
  4. Issues
  5. August 2012
  6. Business radar

Business radar

A new short series on how to respond effectively to an ever-changing business world and those "left field" events: (1) intelligence gathering
13th August 2012 | Neil Forrest

Can you always see strategic surprises coming?

The best way to deal with events is to anticipate them before they actually occur. Most (but not all) “sudden” business events – often both a threat and an opportunity – are not truly unexpected and you have probably had some prior indication of their emergence, through the market. The trend of consolidation of firms, for example, has gained gradual momentum over some years; early signals included the downturn itself and the first mergers that occurred.

What type of intelligence process should be set up?

It’s best to have a formal “early warning” system in place – allocate responsibility to a senior staff member to report on key sector developments each month, both from formal sources such as literature and seminars and informal sources such as word of mouth. Even in bullet-point form, a monthly presentation to partners will be valuable, and grouping events as a threat/opportunity/both, or under red, amber or green headings, could also assist in prioritising discussion time. Such discussion could lead to badging, such as: “further investigation needed”, “low risk and ignore”; or “keep monitoring”.

When and how should a detected trend be escalated?

An emerging trend that has been identified as significant may justify some additional dedicated intelligence gathering and reporting, outwith the monthly review. Again a process and timescales should be allocated to this and an appropriate person nominated. It will be vital to monitor an emerging trend against the current strategic plan – does this change anything and can we still do what we thought we could do in the plan? If not, strategic change is needed.

How can we accurately predict the impact of an event or trend?

A “keep monitoring” event might begin life from a weak signal without any particular direction, and some creative inputs may be needed to predict its direction – beginning the process of an action plan. By doing this, the response can be initiated much more quickly than if you simply waited for a clear trend before acting, likely finding yourself well behind the competition in your planning.

 

The Author

Neil Forrest provides strategy and funding advice to the legal sector and other business groups.  t: 0131 440 4118; e: nrf@neilforrest.co.uk
Share this article
Add To Favorites
https://lawware.co.uk/

In this issue

  • Trapped by the Wildlife Act?
  • What constitutes "reasonable endeavours"?
  • Reflective learning explained
  • Values to the fore
  • Employee ownership: removing the barriers
  • Reading for pleasure
  • Should you be paying your interns?
  • Opinion column: John Deighan
  • Book reviews
  • Council profile
  • President's column
  • Edinburgh's history unveiled
  • Capital connection
  • Cohabitees and the principle of fairness
  • Coulsfield cloned
  • A plea in law for equal marriage
  • Aiming high: rising stars
  • Get your facts right
  • Pension rights and TUPE transfers
  • 2014: an ET odyssey
  • Giving back
  • ILG to mark 40 years in style
  • Rural lessons for urban conveyancing
  • Investing in our own futures
  • Training the flexible way
  • Business radar
  • Code of conduct for MHT work
  • Law reform roundup
  • The threat from within
  • Ask Ash
  • The learning curve

Recent Issues

Dec 2023
Nov 2023
Oct 2023
Sept 2023
Search the archive

Additional

Law Society of Scotland
Atria One, 144 Morrison Street
Edinburgh
EH3 8EX
If you’re looking for a solicitor, visit FindaSolicitor.scot
T: +44(0) 131 226 7411
E: lawscot@lawscot.org.uk
About us
  • Contact us
  • Who we are
  • Strategy reports plans
  • Help and advice
  • Our standards
  • Work with us
Useful links
  • Find a Solicitor
  • Sign in
  • CPD & Training
  • Rules and guidance
  • Website terms and conditions
Law Society of Scotland | © 2025
Made by Gecko Agency Limited