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How Competitive and Market Intelligence will Shape Business Strategy in the Next 20 Years

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How Competitive and Market Intelligence will Shape Business Strategy in the Next 20 Years

  1. 1. Powered by The Intelligence Collaborative http://IntelCollab.com #IntelCollab How Market and Competitive Intelligence will Shape Business Strategy in the Next 20 Years A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// Wednesday 4 February 2015 ~ featuring ~ Derek JohnsonArik Johnson
  2. 2. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by After stepping aside as CEO in late 2009, today Arik serves as Managing Director and lead architect at Aurora's R&D lab, think tank and intelligence policy institute, the Centers for Organizational Reconnaissance (COR). Arik directs hypothesis development on seemingly intractable intelligence problems and works with organizations of all kinds to develop a performance-driven organizational reconnaissance apparatus to monitor, detect, interpret and anticipate changes in the business environment that could help them outperform their peers. Email: Arik.Johnson@AuroraWDC.com The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real- world business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! Arik Johnson
  3. 3. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by α Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. α You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab α Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab α To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Questions, Commentary & Content
  4. 4. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 4 STOCHASM The difference between what you think you know and what you actually know. Intelligence lives in this chasm, creating new knowledge AND disputing false assumptions.
  5. 5. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Strategy should be a Response to Intelligence Not the other way around…
  6. 6. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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.
  7. 7. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Three Key Business Trends Driving Business Strategy Evolution Human Capital & Enterprise Collaboration Everyone in the Firm becomes a Virtual Member of the Intelligence Apparatus, Better Engagement by Rank & File, Shared Visibility of Issues & Actions Corporate Governance & Risk Oversight Board-level Priority Ensuring Reliability of Management’s Earnings Forecast & Assessing Risks to Status Quo Business Model Disruption & Value Innovation Predicting the Outcome of Competitive Battles by Anticipating Changes in Product/Strategy Dynamics
  8. 8. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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 Competing head-to-head can be cutthroat especially when markets are flat or growing slowly.
  9. 9. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  10. 10. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  11. 11. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  12. 12. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Knowing Why They Buy “Companies may know a good deal about their customers. They know nothing, as a rule, about their non-customers -- the people who should be their customers but buy from someone else. Why do they do that? And yet it is the non- customer where important changes always start first.” Look Beyond the Current Business
  13. 13. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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
  14. 14. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Customers “Hire” Products to Do “Jobs” for Them Concentrate Less on What Customers “Want” and More on What Customers “Need”
  15. 15. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Disruptive Technology
  16. 16. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Disruptive Innovation Strategy 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
  17. 17. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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
  18. 18. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Reconnaissance Roles in Value Chain of Every Customer Offer Pricing Buy, Build or Partner Operational Metrics Business Model & Case Sales Process Thought Leaders Market Requirements Market Sizing Marketing Plan Product Roadmap Awareness Bldg. Plan Market Research Market Problems Distinctive Competence Product Performance Customer Acquisition Positioning Customer Retention Launch Plan Product Contract Innovation Market Messaging Channel Training Win/Loss Analysis Competitive Battle Cards Event Support Collateral & Sales Tools Presentations & Demos White Papers User Personas “Special” Calls Release Milestones Answer Desk Technology Assessment Competitive Analysis Lead Generation Buyer Personas Win-Loss Market Analysis Product Strategy Program Strategy Product Planning Quantitative Analysis Channel Support Sales Readiness Strategic Tactical Channels Analysis Life Cycle Strategy Capabilities & Resources Supplier Analysis Sales Training Sales Automation Market Segments Sell Against
  19. 19. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Era of Asymmetric Interpretation [Reconnaissance] Asymmetric Interpretation Depends on Both Decisive & Incisive Sensing Incisive Scanning for Trends, there may be no Decision made Historical Patterns & Anomalies Implications for the Reader Bottom-Up Exposition Driven by Trends Product is Observation/Commentary Emergent & Skeptical Open Source Decisive Frame of Reference is the Decision Compares Options & Outcomes Recommendations & Trust Top-Down Imposition Driven by Issues Product is Decision/Action Factual & Hypothetical Confidential & Proprietary
  20. 20. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Asymmetric Interpretation Engages the Entire Workforce in Collaborative Sensing to Anticipate and Act on Industry Change Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitive Battles Why Reconnaissance?
  21. 21. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by RECON  RISK  EFFICIENCY  CUSTOMERS  OUTLOOK  NOVELTY Intelligence Should Concentrate on Five Domains of Business Problem Solving
  22. 22. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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.
  23. 23. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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.
  24. 24. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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?
  25. 25. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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.
  26. 26. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 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 sought- after 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.
  27. 27. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Observer Collaborator Provocateur TASKING COLLECTION DISSEMINATIONANALYSIS People Process Products Priorities Intel Team Audit Delphi Interviews with Key Executive Clients Enterprise-wide Recognition of Intel Value by the Workforce SME Profiling / OSINT Intel Fitness Assessments, Team Fundamentals & TrainingHUMINT / Willingness to share/contribute Ability to Protect Confidential IP, Elicitation Across the Workforce Market Research Derivative / Ad-Hoc Client-Driven / Defined Systematic / Initiative / Metrics Stick-fetching / Service Bureau / Responsive More Intuitive, KIT & KIQ-driven “Consigliere” / G2 Strategic Advisor Competitor Activity & Plans (Reactive) Market & Industry Trends (Defensive) Scenarios, Futures, Disruptions (Offensive) OSINT Self-Service (Email, Google) SME Nets, Ad-Hoc Field HUMINT, Portals (Intranet/SharePoint) Crowdsourcing, Mobile, SME Nets Formalized Free Subscriptions, Google Alerts, SharePoint Network Hub, Hand-Off to Execs Invited to Decision Forums, Ability to Tap SME Nets “at will” with Success Unstructured Known Needs Convenient, Limited Clients Internal / External Mix of Some Key SBU’s Systematic, Real-time Problem-Solving, Enterprise-wide Asking Better Questions Intel Community, Internal & External SWOT, Industry, Five Forces, Competitor Financials - Reactive Benchmarking, Win/Loss, STEEP, 4Cs - Proactive Scenarios & Simulations, Value Chain & Business Model - Predictive Reports / Alerts / Profiles Summarized Situational, Market & Industry Analyses Interactive, Business Performance Focused, Drives Problem-Solving Situational Assessment Early Warning, Strategic Issues, Key Players Balanced Scorecard, and Other BPM-driven Applications Client Definition, Push- Demand Generated Client Fitness Pull-Demand Action Email, Asynchronous Intranet / Portal Real-Time, Two-Way Persistent Apps Newsletters, Key Players Events, Issues & Decision Support Early Warning, Detection & Anticipation of Industry Change Mostly Push, Basic Reporting Push / Pull “Balancing Act” Client-Pull, Customized to Individual Preferences and Needs Who? How? What? Why? What? So What? Now What? Roadmap 3-Phases of Readiness
  28. 28. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by28 Dr. Craig S. Fleisher
  29. 29. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Collaborative Insights Team
  30. 30. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  31. 31. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  32. 32. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  33. 33. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  34. 34. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  35. 35. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  36. 36. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  37. 37. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  38. 38. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  39. 39. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Performance-Driven Organizational Reconnaissance Engages the Workforce in Collaborative Intelligence and Analytics to Anticipate and Act on Industry Change to Ensure Good Governance for Stakeholders Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitive Battles
  40. 40. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  41. 41. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by What’s Next? Leadership to Act is Based on Confidence Intelligence Combats the Paralysis that Accompanies Uncertainty Reconnaissance Transforms Your Workforce into a Force to be Reckoned With Feel free to ask for help:  Email: Arik.Johnson@AuroraWDC.com  Phone: +1 (608) 630-4242  Twitter: @ArikJohnson  LinkedIn: http://linkedin.com/in/ArikJohnson  Skype: ArikJohnson  Web: http://IntelCollab.com & http://AuroraWDC.com
  42. 42. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Training Research Systems Three (3) Keys to Unlock Intelligence Potential Key Intelligence Topics & Questions Development Scenarios, Simulations, & Early Warning Professional & Program Development Roadmaps Technology, Industry, Competitor, & Customer Analysis Profiling Engine of Key Players Storage & Retrieval of Historical Intelligence External Secondary Awareness & Monitoring Map & Manage Internal Source Networks Human Source Universe for Elicitation Analytical Methodology & Tool Selection Intelligence Project & Program Design Business Problem Diagnostics
  43. 43. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by

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