Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

How to Challenge Assumptions and Surface Hidden Advantages Using a Cross-Functional Insight Team

763
views

Published on

Securing a sustainable competitive advantage is typically the stated aim of most organizations, yet why is it so difficult to achieve? …

Securing a sustainable competitive advantage is typically the stated aim of most organizations, yet why is it so difficult to achieve?

For many firms, enjoying an intermittent period of competitive advantage would be heaven; sustainable is out of the question. The most unique source of competitive advantage nearly always comes from within. It is almost a “Zen moment” when your leadership realizes just how much valuable insight resides within the various elements of the firm if only you could find a way of integrating it. Unique information, tailored to your competitive landscape and appropriate to your business model is lying undiscovered. So how do you find this valuable insight? This presentation outlines how a firm can organize its efforts around a cross-functional insight team and presents a case illustration of one organization which has successfully derived both intangible and tangible results from so doing.

Dr. Sheila Wright is Director of Strategic Partnerships Ltd. Since its inception in 1989, executive education, competitive intelligence, competitive analysis and business development projects have been undertaken in UK, USA, Germany, Italy, France, S. Africa, Spain and UAE. Sheila has managed projects for the World Bank, United Nations Industrial Development Organization, Food & Agriculture Organization and UK Government Ministries. Sheila’s interests lie in securing improved competitive performance and decision making in firms, an area in which her publications have been widely cited. She achieved an MBA from the University of Warwick, and a PhD in Competitive Intelligence & Insight Management. Dr. Wright will present 30 minutes of thought-provoking ideas on how you, too, can utilize a cross-functional team to deliver a competitive advantage, and will be joined by webinar moderator Dr. Craig S. Fleisher, Chief Learning Officer for Aurora WDC.

Published in: Business, Education

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
763
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby How to Challenge Assumptions and Surface Hidden Advantages Using a Cross-Functional Insight Team A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// Wednesday 10 July 2013 ~ featuring ~ Dr. Craig FleisherDr. Sheila Wright
  • 2. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby 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
  • 3. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Today’s Agenda  We will examine the potential for Insight Teams to deliver Intelligence-Based Competitive Advantage  We will identify the foundations, primary tasks and processes which drive an Insight Team’s priorities and discovery task  We will look at a real-life case illustration which demonstrates the benefits which Insight Team activity can have on business performance
  • 4. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Intellectual Capital Generation Resource-Based View of the Firm Sense-Making School of Decision Making Organizational Learning Creation of Organizational Memory Prevention of Organizational Forgetting Knowledge Transfer Participative Management Style and Culture Identifying Knowledge Gaps Harvesting Intelligence Primary TasksFoundations
  • 5. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Exploiting traditional intelligence systems Identifying current knowledge assets and gaps Securing touch points with all disciplines Laying the foundation for a learning organization Accepting “I don’t know” Rewarding “I’ll find out” Identifying Knowledge Gaps Harvesting Intelligence Primary TasksFoundations
  • 6. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Secure both external and internal sources for the common good using Critical Intelligence Portals (CIPs) and exploit the information flow from those to ensure timely input into the decision making process Identifying Knowledge Gaps Harvesting Intelligence Primary TasksFoundations
  • 7. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Critical Intelligence Portals (Acquisition) Knowledge Management System Management Information System Marketing Information System Competitor Monitoring System Competitive Analysis (Transformation) Strategy/Tactics Formulation (Decision & Action)
  • 8. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Knowledge Management System Purpose Structure Internal Information Capitalise on Existing Knowledge Alert Decision Makers Elements Data Mining Records Interrogation Data Warehousing Organisational Learning Applications Knowledge Transfer Success/Failure Analysis Creating Organisational Memory
  • 9. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Management Information System Purpose Identify External Influences Identify Sector Level Prime Movers Alert Decision Makers Elements Trends/Industry Change Analysis Mergers & Acquisition Analysis Return on Investment Analysis Divestment/Disposal Analysis Applications Forecasting Simulations Stakeholder Value Assessment
  • 10. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Marketing Information System Purpose Test Beliefs and Assumptions Predict Activity Outcomes Alert Decision Makers Elements Product and Market Research Customer Feedback Marketing Intelligence Reports Channel Analysis Applications Portfolio Modelling Brand Management Reputation Management
  • 11. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Competitor Monitoring System Purpose Identify Competitor Strategies Identify Competitor Tactics Alert Decision Makers Elements Disruptive Innovation Signals New Entrant Analysis War Gaming Scenario Analysis Applications Competitor Profiling Predicting Competitive Behaviour Assessing Competitive Response Options
  • 12. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby KNOWN WITHIN THE FIRM UNKNOWN WITHIN THE FIRM KNOWN TO COMPETITORS Open Knowledge Knowledge Gaps UNKNOWN TO COMPETITORS Hidden Knowledge Industry Threats Identifying Knowledge Gaps Harvesting Intelligence Primary TasksFoundations
  • 13. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby KNOWN WITHIN THE FIRM UNKNOWN WITHIN THE FIRM CLEAR Known Box Certain Knowledge What the organisation knows it knows Knowledge Management System Blind Box Known Knowledge Gaps What the organisation knows it doesn’t know Management Information System HAZY Uncertain Box Unconfirmed Knowledge What the organisation believes it knows but may not actually know Marketing Information System Unknown Box Unknown Knowledge Gaps What the organisation doesn’t know it doesn’t know Competitor Monitoring System Identification of Knowledge Gaps PLUS
  • 14. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby HIDDEN Hidden Box Undiscovered Knowledge What the organisation doesn’t know it knows Insight Team Discovery Forgotten Box Old Knowledge Gaps What the organisation doesn’t know that it used to know Insight Team Discovery EQUALS Intelligence-Based Competitive Advantage KNOWN WITHIN THE FIRM UNKNOWN WITHIN THE FIRM CLEAR Known Box Certain Knowledge Blind Box Known Knowledge Gaps HAZY Uncertain Box Unconfirmed Knowledge Unknown Box Unknown Knowledge Gaps Knowledge Gaps Insight Team Task Priorities PLUS
  • 15. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Employers Association Group (EAG)  Over 100 years old  Offers commercial business services such as industrial relations and employment law advice, international trade and health and safety consulting services, apprenticeship schemes, an SME training centre and publishing activities  300 staff members  Annual operating revenues of €18 million Case Example - EAG
  • 16. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby  Initial team members had a strong background in primary MR and strategic analysis  Direct report to the Executive GM, Strategy & Marketing, with substantial budget control  Positioned as part of a strategic rather than an operational level, very visible to senior management and decision makers  Pooled team skills from marketing, IT, finance and sales  Responsible for all MR and market analysis tasks Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 17. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby  Rapidly changing, increasingly complex environment  Need for EAG to be a trusted expert source of information for its members  EAG had to capitalize on its existing knowledge to transform it into value for its members  Identify new products which EAG could offer Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 18. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Year 1: Getting the house in order  Critically analysed past successes and challenges (KMS)  Consolidated cost base, decreased non-critical expenditures (KMS)  Identified market needs, began to speculate (MIS)  Challenged current understanding of member needs (MkIS)  Evaluated current channel agreements (MkIS)  Evaluated competitor offerings (CMS) Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 19. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Year 2: New beginnings  Restructured product/service offering  Adopted a new pricing model  Formed agreements with accredited partners for outsourcing  Re-launched the brand  Further developed CRM capabilities  Implemented new channel strategies for core products Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 20. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Year 3: Leveraging for growth  Focused on existing segments and product categories  Identified growth opportunities through NPD and acquisition  Implemented enterprise-wide knowledge assets system, data warehouse suite of analytical tools and management dashboards  Achieved integration into both operational and strategic planning processes Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 21. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Industry dossiers for strategic targets including: Industry value chain, market size and character, penetration of each sector, details of key competitor offerings, key players in the sector, potential for partnering/alliances, critical external issues impacting the sector Output and Results Three-Year PlanStrategic Review Insight Team Formation
  • 22. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Output and Results Three-Year PlanStrategic Review Insight Team Formation Measurable benefits from: Tailored product launches, subscription based, unique services, customer take-up analysis, better targeted promotional efforts, decreased spend on external suppliers, increased team productivity, increased ROI and profitability and, ultimately, commercial success
  • 23. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Organizational Implications It’s a two-way street ……. !!  Requires a well articulated statement of where the organization wants to be in the future  Forward-thinking executives prepared to champion the cause and be patient over when results can be expected  Willingness to live with ambiguity, learn and evolve with the process  Appropriate resource allocation such as time, skilled people with functional expertise to enable speedy evaluation of Insight Team findings and timely implementation of recommendations
  • 24. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby Dr Sheila Wright Dr Sheila Wright PhD, MBA Director Strategic Partnerships Ltd United Kingdom Connect with Sheila via: E-Mail: sheila.stratpartners@aol.com Phone: +44 (0)1945 701062 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! Strategic Partnerships Ltd
  • 25. The Intelligence Collaborative http://IntelCollab.com #IntelCollab PoweredbyPoweredby COPYRIGHT AND MORAL RIGHTS In accordance with amongst other legislation, the provisions of The Copyright Designs & Patents Act (1988) we hereby assert our right to be identified as the authors of the work entitled How to Challenge Assumptions and Surface Hidden Advantages Using a Cross-Functional Insight Team All material provided is subject to copyright and may not be reproduced without the prior permission of both authors, and should that permission be granted, a clear identification and citation of its source will be required Dr Sheila Wright and Dr Craig S. Fleisher July 2013