Complex problems cannot be solved, and radical uncertainty cannot be resolved. This insight leads to the purpose of this book. Complementary to Big Data, which unfolds its power primarily in the face of complicated problems, there are promising ways to cope with situations of complexity and uncertainty - based on a fundamental understanding of their specific nature. The focus of this book rests on Small Data with particular regard to weak signals. Many organizations are not aware which price they pay by ignoring them. Business opportunities or innovative ideas are missed when data are classified as simply not big enough. Moreover, such data are often politicized in internal power games instead of using them to holistically organize the system to maintain its present and future viability. This approach initiates an explicit shift in perspective from running the business to changing the business and from Big Data to Small Data. Weak signals point to regularities (generic patterns or "power laws") behind the scenes, enabling projections of future corporate paths. While Big Data are very well suited to run a business efficiently, Small Data lay open phenomena which are connected to transforming a company, e.g., inflection points, scale changes, critical transitions, or punctuated equilibria found in nature or detected by empirical business research. The logic and the concept behind this book are based on Ashby’s Law of Requisite Variety: Only variety can absorb variety. One could compare the importance of Ashby’s Law for management and leadership with the significance of Newton’s Laws of Motion for physics. This essential law is split into four major steps to make it tangible in managerial practice: Insight:Variety attenuation: Detecting weak signals and their underlying patternsVariety consolidation: Crafting “leading indicators” and their narratives Impact:Variety proliferation

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