he article explains how strong companies spot crises early by paying close attention to weak signals that others often ignore, such as subtle changes in customer behavior, employee sentiment, supply chains, or market conditions. Instead of relying only on traditional metrics, these organizations encourage open communication, psychological safety, and cross-team information sharing so small problems surface before they escalate. Leaders also run scenario planning and stress tests to imagine what could go wrong and prepare responses in advance. By combining data, human judgment, and a culture that rewards speaking up, smart companies shift from reacting to crises to anticipating them, giving themselves more time and options when trouble appears.
