How Competitive Intelligence Supports SMB Business Opportunities with Actionable Insights

The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
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How Competitive Intelligence
Supports SMB Business
Opportunities with Actionable
Insights
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 30 September 2015
~ featuring ~
Rostyk Hursky Dr. Craig Fleisher

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Rostyk Hursky
Rostyk Hursky is the Manager of Business Intelligence at the
Saskatchewan Research Council where started in 2010 in a blank
canvas of a role. Today, Rostyk leads a team of analysts who
monitor, gather and analyze competitive intelligence as it relates to
the Saskatchewan Research Council’s areas of expertise and
potential areas of opportunity. He has built a knowledgeable team,
developed a proactive intelligence management function for the
Saskatchewan Research Council and has become a respected
thought leader in Competitive Intelligence in North America. Rostyk
is the 2013 winner of the Saskatchewan Institute of Public
Administration of Canada Promising New Professionals Award. He
is also a past board member of (SCIP) Strategic and Competitive
Intelligence Professionals.
Email: Rostyk.Hursky@src.sk.ca
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!

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Questions, Commentary & Content

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Agenda
► Saskatchewan Research Council (SRC) and our Intelligence
team
 Short Case Study
► Why formalize CI efforts and what to expect when doing CI?
 Large Enterprise vs SMB CI Realities
► Linkages of CI to other functions
► Measuring Value of CI
► Future Outlook
► Summary, Q&A and Discussion

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SRC Overview
► One of Canada’s leading providers of
applied research, development and
demonstration (RD&D) and technology
commercialization
► Over 350 employees, 1,500 clients
across the globe.
► $73 million in annual revenue
► Since 2003, achieved more than $6.3B
in combined economic and job impacts
in Saskatchewan.
► 69 years of RD&D experience
► SAFETY is our overriding priority

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Purpose of Intelligence at SRC
Business Intelligence is an enabling
business partner in supporting strategic
and sound business decisions at
various stages of the project life-cycle.
 Five team members; topic leads in different
areas; members of SCIP
 Work with the BU managers and Executive Team
across all divisions.
 Provide information, analysis – AND a
perspective – to assist in business decision-
making

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► Linked to Strategy,
Mission, Vision
► Building the Business
► Dynamic, Diverse
Team
► Preparing SRC for the
Future
► External Recognition
Current State of Intelligence at SRC

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► Ultimate goal is to #1 – Minimize Risks, #2 – Maximize
Opportunities.
► Asking, receiving and addressing tough questions, seeking growth
opportunities, realizing discrepancies.
► Legitimate strategic and tactical research and analysis designed to
identify threats and opportunities
► Not a crystal ball: Process to give good approximation of reality,
near and long term
► Not a one-size-fits-all: can vary from formal to informal processes
► Not useful if no one is listening: Management must be willing to
act on the insights
As it is set up at SRC, Intelligence is:

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► A SK group approached one of our
Business Units with a technical
challenge.
► Along with the technical aspect they
brought a “for purchase” market report
and some literature searches they have
done as their business case.
► Our technical team brought our CI team
on board and together we were able to
build out a long term market and
business case, understand the supply
chain, make linkages with appropriate
vendors and suppliers, develop
scenarios, assist our technical experts
with advanced intel.
How CI helped – A Case Study
► Complete “buy-in” and trust from the
project leads, internally and externally.
► Time spent on our part to learn all of
the details of the business, the
technology, the challenges and
applications.
► There was a long term plan built into
this, wasn’t just a “hand off” at project
completion.
► Assisted with continual monitoring of
market changes, competitive
landscape, technological changes and
additional opportunities to expand the
project beyond current state.
What was done? What was required?
Project
Success - $2M
Investment

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► All information seems to be IMPORTANT and STRATEGIC.
► Data OVERLOAD.
► Oversight of Key Triggers impacting your business.
► We know the now but I’m sure there are trends that point to the
future.
► Feel like constantly trying to catch up, although have all the
information.
► Acknowledge that there is now someone responsible for keeping
track of and making sense of key insights, triggers and trends that
might impact our business.
Why Formalize CI Efforts?

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► Inspire and bring
individuals on a path
that has the potential to
reap great rewards,
understanding there will
be pitfalls along the
road.
► Ability to understand
ones surroundings and
be able to learn and
adopt to external
environment on the go.
Intelligence enables leaders to:
 Bring groups together
that never considered
working together.
 Proactively and
Preemptively grow
forward and build the
futures we want to live
in, rather than
reactively try to
constantly catch up.

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► Lots of unexpected and unknowns – both are good, some of the
best learning occurs through these.
► Usage of assumptions and various forms of analytics
► Integration into various processes throughout the organization
► Relationship Building NOT Networking – through our established
relationships we understand challenges and when asking questions,
usually bring other’s perspectives into the picture, high-grading them
and applying to overall strategy.
► Initially - Lots of questions with potentially less answers.
What to expect when formalizing
the Intelligence Function?
ImageSource:www.jbordeaux.com

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► CI cannot go along its own path, need to consider the ever-
evolving needs of your organization and your clients. Grow CI
efforts alongside those needs.
► Challenge the norms and historical patterns with the intention of
providing actionable insights.
► There is no template approach to how intelligence should be
formalized, but there are many lessons learned.
► Learn from the many who tried, and mold it to your organization’s
needs.
What to expect when formalizing the
Intelligence Function?
Image Source: www.knowesia.net
Blog Post:
“How Formalizing Competitive Intelligence Drives Business Forward”

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Formalizing does NOT mean everyone should have a CI Function or
a team, nor does it mean you have to create one.
Everyone should have an approach to understanding current and
future business environment and the many forces that may be of
impact. This should be a part of someone’s job.
BUT

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Large Enterprise vs SMB
Description Enterprise Reality SMB Reality
CI Investment
Have ability and $$ to outsource, large
budgets (when times are good), utilization
of consultants and databases, purchase
reports, hire more people. One of the first
to be cut when downsizing.
Small to no budget for CI, rely on limited
tools and resources, monitoring is based
on ad-hoc basis, more reactionary CI, see
the importance but don’t have time or
people to do it. Know what we need to
know.
CI Uptake
Takes longer time to get buy-in, to
establish CI as a trusted advisor and
enabler of decision making. Resistance to
Intelligence - people, culture, systems. (i.e.
7-10 years to establish a robust team,
systems, understanding.) CI teams in large
enterprises are usually cut first. Less
exposure to executive team and access to
their intelligence insights.
Impacts can be achieved relatively quickly
(less than 1 year to get buy-in, in less than
5 years linked to strategy and growth
roadmaps), start having an immediate
impact on decision-making, greater
chances of long term success if value of CI
is understood and is real. Uptake can shift
almost immediately if value is shown.
Establish as a Trusted Advisor relatively
quickly with executive team.
CI Collaboration and
Knowledge Sharing
Access to and utilization of Enterprise
knowledge management systems,
abundancy of resources at your fingertips,
greater chance for wide CI Networks and
reach for primary and human intelligence,
systems in place, processes, also can be
restrictive at times as have limited access
to decision-makers, the real business
challenges and strategic understanding.
People tend to hold on to their
knowledge, information and experiences
as their “Competitive Advantage”, takes
time to establish impactful networks, but
very effective once established. First hand
experience and in-depth knowledge of
challenges and successes of the business
as well as full exposure to the full
operations.

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 Marketing
 Business Development
 Finance
 Risk
 Strategy/Foresight/Early Warning System
 Patent Analytics
 Sales – Field Intelligence, Tradeshows, Conferences
Linkages Across Functions - Integration
ImageSource:insureblog.blogspot.com

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 Economic Impact Studies
 New opportunities created as a result of CI
efforts
 New clients acquired through CI
Attempts to Measure Value of CI
ImageSource:www.phase2technology.com
 Reduced Risks and Uncertainties through linkages with Finance and
Technology Assessments, Patents Landscaping, Early Risk Warning System,
Foresight.
 Networks created both internally and externally (linking internal experts
with external clients in similar or adjacent industries)
 Types of projects working on and their linkage to strategy, growth, ideation
and new technological advancements.
 Thought leader and advisor to Canadian and Multi-national SMBs

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Have an opportunity to create a Collaborative and Integrated Intelligence
Community in our workplaces, in our provinces/states, in our influential circles.
Finland has a country wide Foresight network.
The National Foresight Network brings together Finnish foresight experts and decision-makers.
Thanks to the network, the challenges facing Finnish society and its operating environment will be
brought forth to policymakers and public debate as well as subjected to closer examination and
innovation activities more rapidly than before. This promotes long-term perspective in Finnish
decision-making while improving society’s ability to structurally renew itself.
Source: http://www.foresight.fi/info-in-english/
► Have a great environment for it to flourish, let’s build our
futures together.
► Discussions are ongoing. Interested? Lets Connect!
What does the future hold for Intelligence
efforts?
Blog Post:
“Can SK become a Canadian Hub for Collaborative and Integrated CI?”

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 Ownership of CI by establishing some formal processes around it.
 When CI efforts align with the company’s strategy, mission, goals, etc.
– the insights generated are directly linked to growth and actionable
decision-making.
 Know organization from the inside out, and grow with it.
 Enable decision-makers and utilize their insights for overall intelligence
purposes.
 Long-term and real.
 Cannot get away from human capacity to analyze, innovate, question
and predict.
How Competitive Intelligence Supports SMB Business
Opportunities with Actionable Insights?
Data Analysis Insights Action

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Rostyk Hursky
Thank you!
Now how about some Q&A?
Email: Rostyk.Hursky@src.sk.ca
Twitter: @Rostyk007
www.src.sk.ca
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!

How Competitive Intelligence Supports SMB Business Opportunities with Actionable Insights

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