How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Potential
1. How Corporate Culture and
Employee Engagement
Unlock Market Intelligence
Potential
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 5 February 2014
~ featuring ~
Arik Johnson
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Derek Johnson
Dr. Craig Fleisher
Michel Bernaiche
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2. Questions, Commentary & Content
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The Intelligence Collaborative
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Use the Questions pane on your GoToWebinar
control panel and all questions will be answered in
the second half of the hour.
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Twitter where we are monitoring the hashtag
#IntelCollab or eavesdrop via
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Slides will be available after the webinar for
embedding and sharing via
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To view the recording and download the PPT file,
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6. 5 of the Most Important Things We’ve Learned
About Culture and CI Over the Last 20+ Years
1. Many companies have been unable to
develop an “intelligence culture”
2. It is difficult building human networks
for CI in business, commercial settings
3. Companies struggle to find the right
balance between human and
technological elements
4. We have missed too many opportunities
to empower human CI capital
5. “Impenetrable” silos, ethics continue to
cause some to stumble
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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7. 1. Developing the Intelligence Culture
Symptoms: Few…
1.People know CI exists
2.Employees outside CI
know what CI does
3.People are involved in
our HUMINT networks
4.Projects are done due
to lack of resources
5.Execs realize our value
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Helpful Responses:
1.CI@NewHR onboarding
2.Hold internal showcase
events, conference
3.Show people how CI
helps them
4.Develop core comps,
outsource the rest
5.Use assessment proc.
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8. 2. Engaging the Human Intel Networks
Symptoms: Networks are…
1.Unengaged
2.Uneven
3.Unexcited
4.Uncertain
5.Under-appreciated
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Helpful Responses:
1.Take WIIFM approach
2.Use sensors, go mobile
3.Deliver needs, not
wants
4.Clear communication
5.Recognition, rewards
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9. 3. Balancing Between the Technological and
Human Elements of CI
Symptoms:
1.Always introducing
new or next solutions
2.Over-automating
3.Assuming standard
internal customers
4.Over-Standardizing
5.Over-Customizing
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Helpful Responses:
1.X-compare solutions,
lengthy trial period
2.+ in-person meetings
3.Internal customer need
audits
4.Choice profiles
5.Better taxonomies
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10. 4. Empowering Human Capital for CI
Symptoms:
1.Overwhelmed staff
2.Lack analysis time,
can’t meet deadlines
3.CI as temporary,
dead-end career
4.Identifying capable
staff
5.Rare/no professional
development
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Helpful Responses:
1.Automate repetitive
tasks
2.Client needs analysis,
time diaries, KITs/TOR
3.Run as a business, profit
center, brand CI
4.Work with other, strong
internal advisors
5.LinkedIn, IntelCollab,
SCIP, universities
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11. 5. Overcoming Silos, Winning Ethics
Symptoms:
1.CI=only for CI unit, CI
practitioners
2.No one shares info
3.Decisions made blindly
4.Rogue networkers
5.Loose lips sink ships
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Helpful Responses:
1.CI in all job descriptions, CI
during onboarding
2.Value the sharing
3.Execs know to request
intel before d/m
4.Ethics code, training
5.Counterintel. training
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18. Abductive Reasoning
Abduction is a form of logical inference that goes
from observation to a hypothesis that accounts for
the reliable data (observation) and seeks to
explain relevant evidence. The American
philosopher Charles Sanders Peirce (1839–1914)
first introduced the term as "guessing".
Peirce said that to abduce a hypothetical
explanation A from an observed surprising
circumstance B is to surmise that A may be true
because then B would be a matter of course.
Thus, to abduce A from B involves determining
that A is sufficient (or nearly sufficient), but not
necessary, for B.
The Intelligence Collaborative
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Charles Sanders Pierce
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19. Unsound Strategy, Policy and Decisions are the Product of an Intelligence
Agenda Dictated from Above
The Intelligence Collaborative
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20. STOCHASM
The difference between what you
think you know and what you
actually know.
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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21. THE BLACK SWAN
The Impact of the
Highly Improbable
The human mind suffers from three ailments as it comes into
contact with history, called the triplet of opacity:
1.the illusion of understanding, or how everyone thinks they
know what is going on in a world that is more complicated (or
random) than they realize;
2.the retrospective distortion, or how we can assess matters
only after the fact, as if they were in a rearview mirror
(history seems clearer and more organized in history books
than in empirical reality); and,
3.the overvaluation of factual information and the handicap
of authoritative or learned people, particularly when they
create categories – or "Platonify."
The Intelligence Collaborative
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22. U.S. Intelligence Community
Failed to Evolve
Unexpected new threats
from non-traditional enemies
like al Qaeda emerged on the
geopolitical stage in the
vacuum of America's return
to international economic,
political and cultural
hegemony after the end of
the Cold War.
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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23. THE STARFISH & THE SPIDER
The Unstoppable Power of Leaderless
Organizations
Although spiders and starfish may look alike, starfish have a
miraculous quality to them. Cut off the leg of a spider, and you have a
seven-legged creature on your hands; cut off its head and you have a
dead spider. But cut off the arm of a starfish and it will grow a new
one, and the severed arm can grow an entirely new body. Starfish can
achieve this feat because, unlike spiders, they are decentralized;
every major organ is replicated across each arm.
But starfish don’t just exist in the animal kingdom. Starfish
organizations are changing the rules of strategy and competition and
are organized on very different principles than we are used to seeing
in traditional organizations.
Spider organizations are centralized and built around org charts; on
the other hand, Starfish organizations tend to organize around a
shared worldview or ideology.
And the Internet has helped them flourish.
The Intelligence Collaborative
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24. Competing head-to-head can be cutthroat
especially when markets are flat or growing
slowly.
Managers caught in this kind of competition almost
universally say they dislike it and wish they could find
a better alternative. They often know instinctively
that innovation is the only way they can break free
from the pack. But they simply don’t know where to
begin.
Chan Kim and Renee Mauborgne
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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25. Success Breeds Complacency
“It is a classic conundrum for business
titans: How much money and attention
should be focused on a new, but growing,
operation that is far less profitable than the
core business?”
- Prof. Clayton Christensen, The Innovator's Dilemma
The Intelligence Collaborative
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26. Disruptive Innovation Theory
Performance
Sustaining Innovations
Better Products Brought to
Established Markets
Difference
Performance
Measure
Low-End Disruptions
Target Overshot Customers with a
Lower Cost Business Model
New-Market Disruption
Compete Against Nonconsumption
Nonconsumers or Nonconsuming Contexts
The Intelligence Collaborative
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Time
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27. Customer Demand & Signals of Change
1.
Non-Market Contexts: External Forces (Government, Economics,
etc.) Increasing or Decreasing Barriers to Innovation
2.
Undershot Consumers: Opportunities for Up-Market Sustaining
Innovations
3.
Overshot Consumers: Opportunities for Low-End Disruption, Shifting
Profits by Specialist Displacements (Modularity) and the Emergence
of Rules
4.
Non-Consumers: Opportunities for New Market Disruptive Growth
Established Companies almost always
Lose to Disruptive Innovators
The Intelligence Collaborative
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28. INTELLIGENCE + RECONNAISSANCE
Asymmetric Interpretation Depends on Both Decisive & Incisive Sensing & Abduction
by the Entire Workforce
Decisive
Incisive
Frame of Reference is the
Decision
Scanning for Trends, there may be
no Decision made
Compares Options & Outcomes
Historical Patterns & Anomalies
Recommendations & Trust
Implications for the Reader
Top-Down Imposition
Bottom-Up Exposition
Driven by Issues
Driven by Trends
Product is Decision/Action
Product is Observation
Factual & Hypothetical
Emergent & Skeptical
Confidential & Proprietary
Open Source
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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29. Signals
of
Change
Likely Outcome of
Strategic Choices
Competitive
Influencing
Battles
Success
A Reconnaissance Network Engages the Workforce in
Collaborative Sensing to Anticipate and Act on Industry Change
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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30. RECON
Five Simple Rules of Engagement to Transform your
Workforce into a Force to be Reckoned With
RISK
EFFICIENCY
CUSTOMERS
OUTLOOK
The Intelligence Team Must
Leverage the
Reconnaissance Network to
Collaborate on Five Domains
of Business Problem Solving
NOVELTY
The Intelligence Collaborative
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31. RISK
Ensuring against risk to the core business is critical to making
sure there is time for investments in new growth to start
paying off. Maintaining a positive status quo by protecting the
core is the chief role for managers in every business, with one
caveat: good businesses can often be the foremost enemy of
great businesses.
Cannibalization of a company’s current market share should
not exclude innovative ideas that might be foreign to the
corporate immune system.
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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32. EFFICIENCY
The ruthless cutting away of unnecessary costs in the value
chain is essential for a new market innovation strategy to work.
Create or build up that which is not yet good enough and
diminish or destroy that which is unnecessary.
Most of the unnecessary elements in the incumbent value
chain have long-since outlived their usefulness or were never
very important to customers in the first place.
The Intelligence Collaborative
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33. CUSTOMERS
Companies become too dependent on their best customers’
input for signals about how they should innovate, but new
forms of competition usually present themselves at the current
consumption market.
The day your customers begin complaining about how
complicated or expensive or difficult your product is, you
should ask, “why was it good enough for them yesterday” and
who has offered an alternative?
The Intelligence Collaborative
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34. OUTLOOK
Traditional market segmentation based on demographic,
geographic or sociographic data are fleeting at best and illusory
at worst and many decisions have been based on flawed
definitions of the fastest growing markets.
Defining the market by the “jobs” customers wish to
accomplish is more helpful in defining fast growing target
markets. Focus groups are often the worst mechanism of
market testing.
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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35. NOVELTY
Differentiation is mandatory for all organizations to master and
new market or “novel” solutions to customer problems are often
ecosystems of providers working together to produce soughtafter value.
Companies must build a business model designed to test
breakthroughs in the market more regularly but kill off those
that do not work early on, so support and development
resources can be allocated to those that do.
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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36. Questions or to get involved:
Web: http://IntelCollab.com
Email: RECON@AuroraWDC.com
Phone: +1-800-924-4249
Twitter: @AuroraWDC
36
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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