Intuition And Business

What is everything you are going through is preparing you for what you asked for?

If we just look at the two terms in the title, we find it quite difficult to relate them. Then let’s widen our range of comprehension.

“Many people use the phrase ‘intuition’ to describe a sensation or feeling they have when making decisions, but these are only descriptions, they don’t provide strong evidence that we can use unconscious information in our brain or body to guide our behavior.”

Intuition is not just a myth, and is in fact scientifically proven.

The universe has no fixed agenda. Once you make any decision, it works around that decision. There is no right or wrong, only a series of possibilities that shift with each thought, feeling, and action that you experience.

In any business right from idea generation to generating profit, Decisions plays vital role.

So this is where we link “INTUITION” & “BUSINESS”. The core term that link both of them is “DECISION-MAKING”.

  • Do you ever have random thoughts regarding startup plans and vision of it?
  • Have you ever thought what if you bring any innovations to your company, what will be the impact?
  • Do you have to think a lot whilestaffing and recruiting process being a CEO?
  • Does what you are doing need to be done at all?
  • Is your Business choice correct?

So here comes the role of “Intuition”.

As contemporary managers work in very complex and variable business environments, intuition is increasingly considered to be a desirable managerial competence. Intuition is a complex and ambiguous concept. It has many connotations and manifests itself in different ways. Therefore, decision-makers themselves do not know how to define intuition, even though it appears in every problem situations.

The  characteristics  of  the  environment  in  which  modern  enterprises  operate,  related  to uncertainty,  complexity and  considerable dynamic  changes, make  it necessary  for managers  to increasingly employ  intuition  in  decision-making  processes  as  well  as  forcing  them  to  undertake  entrepreneurial behaviors. When making decisions, the vast majority of respondents used styles which made use of different combinations of the rational and intuitive approaches.

Take a look at the case study below:

Bill Allen was CEO of Boeing in the 1950s, when the company was strictly making plans for the defense industry. But Allen had a crazy idea. He would build his own commercial jet that would serve what he was sure would soon be a booming industry: civilian air travel. So he bet the future of Boeing and convinced his board to risk $16 million on a new transcontinental airliner, the 707. The move transformed Boeing and air travel.

Still don’t believe? Just listen to what some iconic entrepreneurs have to say on the matter.

  • “Have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” — Steve Jobs
  • I rely far more on gut instinct than researching huge amounts of statistics.”–Richard Branson
  • “I’ve trusted the still, small voice of intuition my entire life. And, the only time I’ve made mistakes is when I didn’t listen.” — Oprah Winfrey
  • “The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift. “- Albert Einstein

Intuition is a “skill” today more and more recognized and valued in the world of startups and entrepreneurs. Less “mystical” and paradoxically more scientific than we think (advances in medical imaging today to better understand this faculty), we become aware of the under-exploitation and power of this “soft skill”.

Successful and consistent deployment of intuition, however, requires more than just domain knowledge. It also requires deep introspection, “an intense journey into yourself.” If you are going to understand the biases, emotions, and offsets of your decision-making compass which may effectually trump your domain knowledge and result in poor judgments, you must learn to “observe all men, but yourself most.”

Let us rehabilitate intuition by learning to recognize it. And like any skill, it is learned, worked and maintained.

And you, what place do you give to intuition in your strategy?

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Nam toh sunahoga
2 years ago


Nam toh sunahoga
Reply to  Nam toh sunahoga
2 years ago

Sup, how you doing🤧🚫

Nam toh sunahoga
Reply to  Nam toh sunahoga
2 years ago

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Nam toh sunahoga
Reply to  Nam toh sunahoga
2 years ago

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Shakuntala devi
Reply to  Nam toh sunahoga
2 years ago

Sup guys

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