How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Potential

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How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Potential

  1. 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 Powered by
  2. 2. Questions, Commentary & Content α α α α The Intelligence Collaborative http://IntelCollab.com #IntelCollab Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Powered by
  3. 3. 32 Webinars 35 Provocateurs Recordings at IntelCollab.com The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  4. 4. RECONVERGE:G2 Symposia Minneapolis April 2013 Indianapolis October 2013 Austin April 2014 Chief Intelligence Officer The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  5. 5. http://go.aurorawdc.com/austin The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  6. 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 Powered by
  7. 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. Powered by
  8. 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 Powered by
  9. 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 Powered by
  10. 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 Powered by
  11. 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 Powered by
  12. 12. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  13. 13. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  14. 14. Observer Collaborator Provocateur TASKING What? Roadmapping 3-Phases of Readiness COLLECTION Intel Team Audit People & Culture Who? SME Profiling / OSINT Delphi Interviews with Key Executive Clients HUMINT / Willingness to share/contribute Enterprise-wide Recognition of Intel Value by the Workforce Market Research Derivative / Ad-Hoc Methods & Systems So What? What? Asking Better Questions Client Fitness Ability to Protect Confidential IP, Elicitation Across the Workforce Intel Community, Internal & External Pull-Demand Action OSINT Self-Service (Email, Google) SWOT, Industry, Five Forces, Competitor Financials Reactive Benchmarking, Win/Loss, STEEP, 4Cs - Proactive Email, Asynchronous SME Nets, Ad-Hoc Field HUMINT, Portals (Intranet/SharePoint) Systematic / Initiative / Metrics Crowdsourcing, Mobile, SME Nets Formalized Stick-fetching / Service Bureau / Responsive Free Subscriptions, Google Alerts, SharePoint Why? Network Hub, Hand-Off to Execs Intranet / Portal Scenarios & Simulations, Value Chain & Business Model - Predictive Real-Time, Two-Way Persistent Apps Reports / Alerts / Profiles Newsletters, Key Players Summarized Situational, Market & Industry Analyses Events, Issues & Decision Support Invited to Decision Forums, Ability to Tap SME Nets “at will” with Success Interactive, Business Performance Focused, Drives Problem-Solving Early Warning, Detection & Anticipation of Industry Change Unstructured Known Needs Convenient, Limited Clients Situational Assessment Mostly Push, Basic Reporting Market & Industry Trends (Defensive) Internal / External Mix of Some Key SBU’s Early Warning, Strategic Issues, Key Players Push / Pull “Balancing Act” Scenarios, Futures, Disruptions (Offensive) Systematic, Real-time Problem-Solving, Enterprise-wide Balanced Scorecard, and Other BPM-driven Applications Client-Pull, Customized to Individual Preferences and Needs “Consigliere” / G2 Strategic Advisor Competitor Activity & Plans (Reactive) Mission & Priorities DISSEMINATION Client Definition, PushDemand Generated Client-Driven / Defined More Intuitive, KIT & KIQ-driven Now What? Intel Fitness Assessments, Team Fundamentals & Training How? Products & Services ANALYSIS The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  15. 15. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  16. 16. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  17. 17. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  18. 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 http://IntelCollab.com #IntelCollab Charles Sanders Pierce Powered by
  19. 19. Unsound Strategy, Policy and Decisions are the Product of an Intelligence Agenda Dictated from Above The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  20. 20. STOCHASM The difference between what you think you know and what you actually know. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  21. 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 http://IntelCollab.com #IntelCollab Powered by
  22. 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 Powered by
  23. 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 http://IntelCollab.com #IntelCollab Powered by
  24. 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 Powered by
  25. 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 http://IntelCollab.com #IntelCollab Powered by
  26. 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 http://IntelCollab.com #IntelCollab Time Powered by
  27. 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 http://IntelCollab.com #IntelCollab Powered by
  28. 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 Powered by
  29. 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 Powered by
  30. 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 http://IntelCollab.com #IntelCollab Powered by
  31. 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 Powered by
  32. 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 http://IntelCollab.com #IntelCollab Powered by
  33. 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 http://IntelCollab.com #IntelCollab Powered by
  34. 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 Powered by
  35. 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 Powered by
  36. 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 Powered by

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