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The CI Software Spectrum: Connecting, Automating & Distributing Intelligence Across the Enterprise Arik R. Johnson SCIP 2006 European Summit Development & Leadership Institute London UK CEO & Managing Director, Aurora WDC Conference Session [email_address] Thursday 19 October 2006
Defining Objectives for Today ,[object Object],[object Object],[object Object]
Competitors, Customers & Technologies Are Complex Interdependencies CI is about “Seeing Clearly” through Market Illusions
Research Collection Sources ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],No Company Operates in Isolation Information is exchanged everywhere money is exchanged.
Analysis is Key The Difference Between Data and Intelligence “ The competitor would make a good acquisition candidate. Its lean & mean structure would fit well with our current operations.” Intelligence: The insight that will allow you to make an informed decision “ After gathering more operational information and running a side-by-side profit & loss analysis, it appears the competitor has become highly efficient. It exceeds industry standards and has become a best-in-class facility.” Analysis: Distilled information “ Based on the D&B and the salesperson’s report, it appears the competitor has lost business.” Information: A pooling of these bits of facts, observations and rumors 2001: “The D&B report told us that the competitors plant had 100 employees.” 2004: “One of our salespeople just passed by the competitor’s plant and spotted only 30 cars in the lot.” Data: Scattered bits and pieces of facts, observations and rumors
Different Missions, Different Approaches Specialist Slower Production Less Output, More Analytical Agenda Driven by Contact Network Lots of Subject Matter Knowledge Seeks Explanation of the Subject Investigative Very Slow, Curious, Historical Little Output, Highly Analytical Questions Official Positions, Listens to Nonspokesmen Operates Outside Routine Agenda of the Publisher Generalist In a Hurry Lots of Output, Less Analytical Agenda Driven by the Publisher Little Knowledge of Subject Matter Seeks Volume of Public Interest
The Ideal Analyst = Investigative Journalist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Duality of Intelligence Both  Decisive & Incisive Sensing Incisive Scanning for Trends, there is no “Decision” to be made Recognizing “Pattern Vectors” Framework for Interpretation Implications for the Reader Bottom-Up Driven by Trends Outcome is Observation Hypothetical Decisive Frame of Reference is the Decision, Less Trend-Dependent Framework for Analysis Compares Options & Outcomes Recommendations and Trust Top-Down Driven by Issues Decision & Action vs. ‘Nariyuki’ Factual
The Insight Method ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Porter’s Five Forces Model
Impacts on Planning & Execution Your Company’s Plans and Execution Vision and  Grand Strategy Strategic Plans Market Success Operational Projects and Programs Tactical Execution Other (More-or-Less) “Uncontrollables” Competitors’ Plans and Actions New Forms of Competition X Y Z P Q R A B C Indirect  Competitors Direct  Competitors Government and Regulatory The Economy Technology Market Trends Industry Rationalization Other Unknowns
Success Breeds Complacency ,[object Object],[object Object]
Process of Predicting Industry Change Customer Needs Competitive Operational Posture Technology & Innovation
“ Strategic Intelligence” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Strategy Square
Growth Vector Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],  Present Products Improved Products New Products Existing Market Market Penetration Product Extension Product Development Expanded Market Market Extension Market Segmentation / Product Differentiation Product Development / Market Extension New Market Market Development Product/Service Extension & Market Development Diversification
Consumers “Hire” Products to Do “Jobs” for Them Concentrate Less on What Customers “Want” and More on What Customers “Need”
Disruptive Technology
Value Chain Evolution Theory Disruptive Business Models: Vertically Integrating VC to Improve What’s “Not Good Enough” in the company’s products and services judged by customers. Performance Defining Subsystems: Companies must control all those activities and combinations of activities in the value chain that drive the product performance characteristics that matter most to customers. Specialists will seek to control performance drivers based on differences in motivation and skills around a modular interface in the VC. (Sword & Shield)
RPV Theory: Building Capabilities Processes Ways to Turn Resources into Products/Services Hiring/Training Product Dev. Manufacturing Budgeting Research Values Prioritization Criteria for Decision-Making Cost Structure Income Statement Customer Demand Opp. Size Ethics Resources Assets the Firm can Buy or Sell, Build or Destroy People Technology Products Equipment Cash/Brand/Distr.
Disruptive Innovation Theory Sustaining Innovations Better Products Brought to Established Markets Low-End Disruptions Target Overshot Customers with a Lower Cost Business Model New-Market Disruption Compete Against Nonconsumption Difference Performance Measure Time Nonconsumers or Nonconsuming Contexts Performance
Consumer Demand & Signals of Change ,[object Object],[object Object],[object Object],[object Object],Established Companies almost always Lose to Disruptive Innovators
Process of Predicting Industry Change Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitive Battles
The CI Think Tank Model Tasking the Research & Analysis Bureau using by KITs & Scenarios to Deliver a Portfolio of End-User Applications
The 2007 Aurora Enterprise CI Software Review Why a CI Software Review? (CI is not possible without it!) The Requirements of Automation: Discovery, Collaboration & Synthesis, Reporting 2007 Review vs. 2004 Approach: Discover Core Competency 12 Application/Vendors Nominated by Actual Users (6-D/6-I) 10 Selected (6-D/4-I) + Dozens of “Honorable Mentions” Comprehensive Demonstrations + Questionnaires … on to the Vendors …
10 Software Application Vendors
Key Trends Observed ,[object Object],[object Object],[object Object]
Making Unstructured Data Easy to Understand Quickly
Acuity
Transforming Key Intelligence Topics into Decision Support
Cipher
Networked Collaborative Document Management for Strategic Early Warning
Coemergence
Disciplined Structure for Processing, Storage, Collaboration
Comintell
Filtered Tracking, Validated CI Management & Fast Publishing
Digimind
Structured Filtering, Key Topic Monitoring, Routine Automation
Novintel
Forms Driven Data Extraction from the World Wide Web
QL2
Agile Automation of Competitor Profiling, Monitoring & Action
Strategy
Communicating & Connecting  Text Flexibly & Intuitively
Traction
Sophisticated Simplicity, Densely Analytical + Simple UI
Wincite
Aurora 2007 Enterprise Competitive Intelligence Software Review Available for Download at www.ReconG2.com 15 November 2006
Questions or Comments? ,[object Object],Arik R. Johnson Intelligence Development Institute [email_address] +01-715-720-1616 Derek L. Johnson Research & Analysis Bureau [email_address] +01-608-268-3470

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The CI Software Spectrum: Connecting, Automating & Distributing Intelligence Across the Enterprise

  • 1. The CI Software Spectrum: Connecting, Automating & Distributing Intelligence Across the Enterprise Arik R. Johnson SCIP 2006 European Summit Development & Leadership Institute London UK CEO & Managing Director, Aurora WDC Conference Session [email_address] Thursday 19 October 2006
  • 2.
  • 3. Competitors, Customers & Technologies Are Complex Interdependencies CI is about “Seeing Clearly” through Market Illusions
  • 4.
  • 5. Analysis is Key The Difference Between Data and Intelligence “ The competitor would make a good acquisition candidate. Its lean & mean structure would fit well with our current operations.” Intelligence: The insight that will allow you to make an informed decision “ After gathering more operational information and running a side-by-side profit & loss analysis, it appears the competitor has become highly efficient. It exceeds industry standards and has become a best-in-class facility.” Analysis: Distilled information “ Based on the D&B and the salesperson’s report, it appears the competitor has lost business.” Information: A pooling of these bits of facts, observations and rumors 2001: “The D&B report told us that the competitors plant had 100 employees.” 2004: “One of our salespeople just passed by the competitor’s plant and spotted only 30 cars in the lot.” Data: Scattered bits and pieces of facts, observations and rumors
  • 6. Different Missions, Different Approaches Specialist Slower Production Less Output, More Analytical Agenda Driven by Contact Network Lots of Subject Matter Knowledge Seeks Explanation of the Subject Investigative Very Slow, Curious, Historical Little Output, Highly Analytical Questions Official Positions, Listens to Nonspokesmen Operates Outside Routine Agenda of the Publisher Generalist In a Hurry Lots of Output, Less Analytical Agenda Driven by the Publisher Little Knowledge of Subject Matter Seeks Volume of Public Interest
  • 7.
  • 8. The Duality of Intelligence Both Decisive & Incisive Sensing Incisive Scanning for Trends, there is no “Decision” to be made Recognizing “Pattern Vectors” Framework for Interpretation Implications for the Reader Bottom-Up Driven by Trends Outcome is Observation Hypothetical Decisive Frame of Reference is the Decision, Less Trend-Dependent Framework for Analysis Compares Options & Outcomes Recommendations and Trust Top-Down Driven by Issues Decision & Action vs. ‘Nariyuki’ Factual
  • 9.
  • 11. Impacts on Planning & Execution Your Company’s Plans and Execution Vision and Grand Strategy Strategic Plans Market Success Operational Projects and Programs Tactical Execution Other (More-or-Less) “Uncontrollables” Competitors’ Plans and Actions New Forms of Competition X Y Z P Q R A B C Indirect Competitors Direct Competitors Government and Regulatory The Economy Technology Market Trends Industry Rationalization Other Unknowns
  • 12.
  • 13. Process of Predicting Industry Change Customer Needs Competitive Operational Posture Technology & Innovation
  • 14.
  • 15.
  • 16. Consumers “Hire” Products to Do “Jobs” for Them Concentrate Less on What Customers “Want” and More on What Customers “Need”
  • 18. Value Chain Evolution Theory Disruptive Business Models: Vertically Integrating VC to Improve What’s “Not Good Enough” in the company’s products and services judged by customers. Performance Defining Subsystems: Companies must control all those activities and combinations of activities in the value chain that drive the product performance characteristics that matter most to customers. Specialists will seek to control performance drivers based on differences in motivation and skills around a modular interface in the VC. (Sword & Shield)
  • 19. RPV Theory: Building Capabilities Processes Ways to Turn Resources into Products/Services Hiring/Training Product Dev. Manufacturing Budgeting Research Values Prioritization Criteria for Decision-Making Cost Structure Income Statement Customer Demand Opp. Size Ethics Resources Assets the Firm can Buy or Sell, Build or Destroy People Technology Products Equipment Cash/Brand/Distr.
  • 20. Disruptive Innovation Theory Sustaining Innovations Better Products Brought to Established Markets Low-End Disruptions Target Overshot Customers with a Lower Cost Business Model New-Market Disruption Compete Against Nonconsumption Difference Performance Measure Time Nonconsumers or Nonconsuming Contexts Performance
  • 21.
  • 22. Process of Predicting Industry Change Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitive Battles
  • 23. The CI Think Tank Model Tasking the Research & Analysis Bureau using by KITs & Scenarios to Deliver a Portfolio of End-User Applications
  • 24. The 2007 Aurora Enterprise CI Software Review Why a CI Software Review? (CI is not possible without it!) The Requirements of Automation: Discovery, Collaboration & Synthesis, Reporting 2007 Review vs. 2004 Approach: Discover Core Competency 12 Application/Vendors Nominated by Actual Users (6-D/6-I) 10 Selected (6-D/4-I) + Dozens of “Honorable Mentions” Comprehensive Demonstrations + Questionnaires … on to the Vendors …
  • 26.
  • 27. Making Unstructured Data Easy to Understand Quickly
  • 29. Transforming Key Intelligence Topics into Decision Support
  • 31. Networked Collaborative Document Management for Strategic Early Warning
  • 33. Disciplined Structure for Processing, Storage, Collaboration
  • 35. Filtered Tracking, Validated CI Management & Fast Publishing
  • 37. Structured Filtering, Key Topic Monitoring, Routine Automation
  • 39. Forms Driven Data Extraction from the World Wide Web
  • 40. QL2
  • 41. Agile Automation of Competitor Profiling, Monitoring & Action
  • 43. Communicating & Connecting Text Flexibly & Intuitively
  • 45. Sophisticated Simplicity, Densely Analytical + Simple UI
  • 47. Aurora 2007 Enterprise Competitive Intelligence Software Review Available for Download at www.ReconG2.com 15 November 2006
  • 48.