The CI Software Spectrum: Connecting, Automating & Distributing Intelligence Across the Enterprise Arik R. Johnson SCIP 20...
Defining Objectives for Today <ul><li>Learn how the “Duality of CI” can help drive selection and implementation decisions ...
Competitors, Customers & Technologies Are Complex Interdependencies CI is about “Seeing Clearly” through Market Illusions
Research Collection Sources <ul><li>Where does the information come from? </li></ul><ul><ul><li>Primary Research </li></ul...
Analysis is Key The Difference Between Data and Intelligence “ The competitor would make a good acquisition candidate. Its...
Different Missions, Different Approaches Specialist Slower Production Less Output, More Analytical Agenda Driven by Contac...
The Ideal Analyst = Investigative Journalist <ul><li>e.g. Maria Bartiromo (CNBC) </li></ul><ul><ul><li>Argument/Idea Evang...
The Duality of Intelligence Both  Decisive & Incisive Sensing Incisive Scanning for Trends, there is no “Decision” to be m...
The Insight Method <ul><li>Take Nothing at Face Value </li></ul><ul><li>Get to the Facts at the Heart of an Issue </li></u...
Porter’s Five Forces Model
Impacts on Planning & Execution Your Company’s Plans and Execution Vision and  Grand Strategy Strategic Plans Market Succe...
Success Breeds Complacency <ul><li>“ It is a classic conundrum for business titans: How much money and attention should be...
Process of Predicting Industry Change Customer Needs Competitive Operational Posture Technology & Innovation
“ Strategic Intelligence” <ul><li>Principles of Defensive Warfare </li></ul><ul><ul><li>Only the market leader should cons...
Growth Vector Analysis <ul><li>Growth Vector Analysis (GVA) reviews the different product alternatives available to the fi...
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 ...
RPV Theory: Building Capabilities Processes Ways to Turn Resources into Products/Services Hiring/Training Product Dev. Man...
Disruptive Innovation Theory Sustaining Innovations Better Products Brought to Established Markets Low-End Disruptions Tar...
Consumer Demand & Signals of Change <ul><li>Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing ...
Process of Predicting Industry Change Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitiv...
The CI Think Tank Model Tasking the Research & Analysis Bureau using by KITs & Scenarios to Deliver a Portfolio of End-Use...
The 2007 Aurora Enterprise CI Software Review Why a CI Software Review? (CI is not possible without it!) The Requirements ...
10 Software Application Vendors
Key Trends Observed <ul><li>CI Software has Acquiesced to being less Packaged Application than Software Development Kit – ...
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? <ul><li>www.AuroraWDC.com </li></ul>Arik R. Johnson Intelligence Development Institute [email_addre...
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The CI Software Spectrum: Connecting, Automating & Distributing Intelligence Across the Enterprise

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Competitive Intelligence Principles and the Enterprise Software Applications and Vendors that Embody those Principles, Delivered at the Society of Competitive Intelligence Practitioners 2006 European Summit in London UK October 19

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

    1. 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. 2. Defining Objectives for Today <ul><li>Learn how the “Duality of CI” can help drive selection and implementation decisions for CI Software. </li></ul><ul><li>Understand how Software Applications can help CI Producers and Consumers to Automate, Collaborate, Synthesize and Connect. </li></ul><ul><li>Meet a range of Software Vendors who have Developed the best of these Applications and Learn about their Comparative Strengths. </li></ul>
    3. 3. Competitors, Customers & Technologies Are Complex Interdependencies CI is about “Seeing Clearly” through Market Illusions
    4. 4. Research Collection Sources <ul><li>Where does the information come from? </li></ul><ul><ul><li>Primary Research </li></ul></ul><ul><ul><ul><li>We may share customers, prospects and suppliers who can be interviewed. </li></ul></ul></ul><ul><ul><ul><li>Every company has knowledgeable employees with loose lips. </li></ul></ul></ul><ul><ul><li>Secondary Research </li></ul></ul><ul><ul><ul><li>Companies release information for promotional, image and regulatory purposes. </li></ul></ul></ul>No Company Operates in Isolation Information is exchanged everywhere money is exchanged.
    5. 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. 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. 7. The Ideal Analyst = Investigative Journalist <ul><li>e.g. Maria Bartiromo (CNBC) </li></ul><ul><ul><li>Argument/Idea Evangelist </li></ul></ul><ul><ul><li>Entrepreneurial Passion </li></ul></ul><ul><ul><li>Quick Study with Intense Curiosity </li></ul></ul><ul><ul><li>Instinctive but Empirical </li></ul></ul><ul><ul><li>Project/Deadline Manager </li></ul></ul><ul><ul><li>Librarian/Information Manager </li></ul></ul><ul><ul><li>Hard-Core Interviewer </li></ul></ul><ul><ul><li>Pattern Recognizant </li></ul></ul><ul><ul><li>Great Communicator </li></ul></ul><ul><ul><li>Persuasive Position Advocate </li></ul></ul>
    8. 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. 9. The Insight Method <ul><li>Take Nothing at Face Value </li></ul><ul><li>Get to the Facts at the Heart of an Issue </li></ul><ul><li>Explain Difficult Concepts, Don’t Write Around It </li></ul><ul><li>Speak to As Many Relevant People as Possible </li></ul><ul><li>Use Simple, Obvious Questions to Open Subjects </li></ul><ul><li>Don’t Echo Main Source, Find Other Views </li></ul><ul><li>Every Company, Person & Issue Has a History that Drives Behavior Today </li></ul><ul><li>Sunday Times </li></ul>
    10. 10. Porter’s Five Forces Model
    11. 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. 12. Success Breeds Complacency <ul><li>“ 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?” </li></ul><ul><li>- Prof. Clayton Christensen, The Innovator's Dilemma </li></ul>
    13. 13. Process of Predicting Industry Change Customer Needs Competitive Operational Posture Technology & Innovation
    14. 14. “ Strategic Intelligence” <ul><li>Principles of Defensive Warfare </li></ul><ul><ul><li>Only the market leader should consider playing defense. </li></ul></ul><ul><ul><li>The best defensive strategy is the courage to attack yourself. </li></ul></ul><ul><ul><li>Strong competitive moves should always be blocked. </li></ul></ul><ul><li>Principles of Offensive Warfare </li></ul><ul><ul><li>The main consideration is the strength of the leader's position. </li></ul></ul><ul><ul><li>Find a weakness in the leader's strength and attack at that point. </li></ul></ul><ul><ul><li>Launch the attack on as narrow a front as possible. </li></ul></ul><ul><li>Principles of Flanking Warfare </li></ul><ul><ul><li>A good flanking move must be made into an uncontested area. </li></ul></ul><ul><ul><li>Tactical surprise ought to be an important element of the plan. </li></ul></ul><ul><ul><li>The pursuit is just as critical as the attack itself. </li></ul></ul><ul><li>Principles of Guerilla Warfare </li></ul><ul><ul><li>Find a segment of the market small enough to defend. </li></ul></ul><ul><ul><li>No matter how successful you become, never act like the leader. </li></ul></ul><ul><ul><li>Be prepared to bug out at a moment's notice. </li></ul></ul><ul><ul><li>-- Jack Trout </li></ul></ul><ul><li>Guerilla </li></ul><ul><li>Small Players </li></ul><ul><li>Finding market small enough to defend </li></ul><ul><li>Prepared to bug out at moment’s notice </li></ul><ul><li>Flanking </li></ul><ul><li>New Players </li></ul><ul><li>Moving into uncontested area </li></ul><ul><li>Element of surprise </li></ul><ul><li>Offensive </li></ul><ul><li>No 2 or No 3 </li></ul><ul><li>Avoiding leader’s strengths </li></ul><ul><li>Attacking leader’s weaknesses </li></ul><ul><li>Defensive </li></ul><ul><li>Market Leaders </li></ul><ul><li>Attacking themselves with new ideas </li></ul><ul><li>Blocking competitive moves </li></ul>The Strategy Square
    15. 15. Growth Vector Analysis <ul><li>Growth Vector Analysis (GVA) reviews the different product alternatives available to the firm in relation to its market options, not already being pursued by competitors. Four complimentary characteristics are used for defining common threads of strategy: </li></ul><ul><ul><li>Product-Market Scope specifies particular industries to which a firm confines its position. </li></ul></ul><ul><ul><li>Growth Vector indicates the direction a firm is moving relative to current product-market posture (market penetration, market development, product development and diversification). </li></ul></ul><ul><ul><li>Competitive Advantage defined as particular properties of individual product markets conveying a strong market position. </li></ul></ul><ul><ul><li>Synergy is the combined effect on the firm’s resources that is greater than the sum of its parts. </li></ul></ul>  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
    16. 16. Consumers “Hire” Products to Do “Jobs” for Them Concentrate Less on What Customers “Want” and More on What Customers “Need”
    17. 17. Disruptive Technology
    18. 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. 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. 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. 21. Consumer Demand & Signals of Change <ul><li>Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing or Decreasing Barriers to Innovation </li></ul><ul><li>Undershot Consumers: Opportunities for Up-Market Sustaining Innovations </li></ul><ul><li>Overshot Consumers: Opportunities for Low-End Disruption, Shifting Profits by Specialist Displacements (Modularity) and the Emergence of Rules </li></ul><ul><li>Non-Consumers: Opportunities for New Market Disruptive Growth </li></ul>Established Companies almost always Lose to Disruptive Innovators
    22. 22. Process of Predicting Industry Change Signals of Change Strategic Choices Influencing Success Likely Outcome of Competitive Battles
    23. 23. The CI Think Tank Model Tasking the Research & Analysis Bureau using by KITs & Scenarios to Deliver a Portfolio of End-User Applications
    24. 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 …
    25. 25. 10 Software Application Vendors
    26. 26. Key Trends Observed <ul><li>CI Software has Acquiesced to being less Packaged Application than Software Development Kit – a Platform for Customization to Accelerate Implementation </li></ul><ul><li>Emergence of Strategies for Routing Around the IT Department Bottlenecks has led to the Rise of Hosted Options by Many Vendors, some Exclusively, Instead of Solutions Installed Behind Firewall </li></ul><ul><li>Diverse & Sophisticated “Application Poly-Culture” Emerging with “Mashups” to Enable Bolt-on Functionality </li></ul>
    27. 27. Making Unstructured Data Easy to Understand Quickly
    28. 28. Acuity
    29. 29. Transforming Key Intelligence Topics into Decision Support
    30. 30. Cipher
    31. 31. Networked Collaborative Document Management for Strategic Early Warning
    32. 32. Coemergence
    33. 33. Disciplined Structure for Processing, Storage, Collaboration
    34. 34. Comintell
    35. 35. Filtered Tracking, Validated CI Management & Fast Publishing
    36. 36. Digimind
    37. 37. Structured Filtering, Key Topic Monitoring, Routine Automation
    38. 38. Novintel
    39. 39. Forms Driven Data Extraction from the World Wide Web
    40. 40. QL2
    41. 41. Agile Automation of Competitor Profiling, Monitoring & Action
    42. 42. Strategy
    43. 43. Communicating & Connecting Text Flexibly & Intuitively
    44. 44. Traction
    45. 45. Sophisticated Simplicity, Densely Analytical + Simple UI
    46. 46. Wincite
    47. 47. Aurora 2007 Enterprise Competitive Intelligence Software Review Available for Download at www.ReconG2.com 15 November 2006
    48. 48. Questions or Comments? <ul><li>www.AuroraWDC.com </li></ul>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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