About using the World Class Intelligence Framework to create a Road Map for Intelligence Development. Presentation from the webinar called "It's not just about tools and technology" by Hans Hedin, Senior Consultant at Comintelli.

1. ”It´s Not Just About Tools &
Technology”
INTELLIGENCE OPERATIONS
DEVELOPMENT
Comintelli Webinar, April 20

2. Presenters
Hans Hedin
Senior Consultant
Comintelli
Rania Botani
Marketing
Comintelli

3. Agenda
• Webinar introduction
• Intelligence Problems
• World Class Intelligence
Framework
• Q&A
Hans Hedin
Senior Consultant
Comintelli

4. About Comintelli

5. Hans Hedin, Senior Consultant,
Intelligence Operations Development
Hans Hedin is an experienced consultant, instructor, author, workshop – and conference
leader within the fields of strategic analysis and intelligence. He has advised senior
executives and intelligence directors in global companies (such as Merck, Philips, Statoil,
Procter & Gamble and ABB) on organizing and further developing intelligence and strategic
analysis programs.
Hans Hedin’s background
● Comintelli (2015 - ) Senior Consultant, Intelligence Operations Development
● Global Intelligence Alliance (2003-2013) VP Business Development.
Responsibilities: MI consulting, GIA conference chairman, MI concept
development, MI training, responsible for recruiting and developing the
global intelligence network.
● Journal of Intelligence Studies in Business: Managerial Board Member
● SCIP Speaker & Workshop Leader (1995-2013)
● KTH Executive School: External Faculty Member (2007-2010)
● Docere Intelligence (1996-2003) Vice President.
● SCIP Scandinavia Chapter Co-ordinator (1999-2003).
● Lund University: Lecturer Intelligence & Security (1993-1996)
● Lund University: Master International Business Programme (1989-1993)
● Nordea Bank: Developer of financial analysis software (1985-1987)
● Royal Swedish Marine: Military service (1984-1985)
Hans is the co-author of the book: “The
Handbook of Market Intelligence” (Wiley
2014), which includes the World Class
Intelligence Roadmap, and “Företagets
Omvärldsradar” (2006).

6. Intelligence Problems
• ”We have som much information,
but we don´t seem able to figure
out what will happen in the future
anyway”
• ”We do a lot of analysis, but we
lack an integrated methodology
for the management of the
intelligence activities”
• ”We are just starting up our
competitive intelligence program,
but we don´t really know where
to start”.
• ”We want to develop a world
class intelligence capability. How
do we do that?”
”We seem
to have...
”We do a
lot of
analysis,
but...
”We are
just ...

7. Intelligence Operations Development (IOD)
Development using the World Class
Intelligence Roadmap Roadmap
6 Key Success Factors
• Intelligence Scope
• Intelligence Process
• Intelligence Deliverables
• Intelligence Tools
• Intelligence Organization
• Intelligence Culture
The ”World Class Intelligence Roadmap”* is a
methodology to diagnose and develop market-
& competitive intelligence programs.
The ”World Class Intelligence Roadmap”* is
both a management tool for intelligence as
well as a development tool.
Intelligence Operations Development (IOD)
● Describes the existing intelligence situation
● Describes the preferred future situation
● Recommends a path to reach the preferred
future state, based on best practices.
* Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)

8. Intelligence Evolution
5 Maturity Levels
Level 1 Level 3 Level 4
Informal
Level 2
Basic
Intermediate
Advanced
Level 5
World Class
Ad-hoc & intuitive
Intelligence
program emerges
Intelligence
recognition with
refined deliverables
Intelligence embedded
in business processes
* Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)
Intelligence as a key
competitive advantage
Where are we?
Where do we want to go?
How do we get there?

9. Key Success Factors
SCOPE PROCESS DELIVERABLES TOOLS ORGANIZATION CULTURE
Mission & vision
statement
Focusing intelligence Market monitoring IT: Searchable
database for market
intelligence
Leadership &
management
Top-management
support &
Intelligence users:
- Target processes
- Target groups
Information source
management.
Information
collection / creation
Information
research / facts
finding projects
Key-topic profiles
IT: Automated
information
processing routines
and delivery of alerts
to end users
Central intelligence
team(s)
Branding of
intelligence activities
Sophistication:
- Breadth of focus
- Depth of analysis
- Information
structuring
- Analysis
- Conclusions
Strategic analysis
projects
Strategic advisory
projects
IT: Discussion and
collaboration
features for end
users
Internal and external
intelligence networks
& expert groups
Style of intelligence
activities (CNN, CIA
or professor Norton)
Time horizon:
-Past
-Present
-Future
Communication
- Mail
- Intelligence Portal
- Seminars
- F2F / personal
Format:
- Alerts
- Documents
- Video
- Podcasts/audio
- Personal
Analytics:
Analytical methods &
frameworks
- Centralized vs.
decentralized
organization
- Degree of
outsourcing
The 3-A Approach:
- Awareness
- Acceptance
- Assistance
Budget:
- Invest first
- Results first
- Internal market
Integration into key
business processes
Intelligence
portfolio mngmt.
- New
- Develop
- Discontinue
Other tools:
- Mindmapping
- Speed-reading
- Memory techiques
Competencies:
- Competence
attraction
- Competence
development
Corporate culture:
- Curiousity
- Collaboration
- Competitive team-
spirit

10. In Practice: Diagnosing & Target Setting
DESCRIPTION Informal Basic Intermediate Advanced World Class
Intelligence
Scope
No specific focus has been
determined. Adhoc needs
drive the scope.
Limited scope, seeking quick
wins. Focus typically on
competitors or customers only.
Wide scope with the attempt to
cover the current operating
environment comprehensively.
Analytical deep dives about specific
topics complement the
comprehensive monitoring of the
operating environment.
Broad, deep and future-oriented scope
that also covers topics outside of the
immediately relevant operating
environment.
Intelligence
Process
Reactive ad hoc process
puts out fires as the
emerge. Uncoordinated
purchases of information.
Needs analysis made.
Establishing info collection
from secondary external
sources. Little or no analysis
involved in the process.
Secondary info sourcing completed
by well established primary info
collection and analysis.
Advanced market monitoring and
analysis processes established.
Targeted communicationof output to
specific business processes and
decision points.
Intelligence process deeply rooted in
both global and local levels of the
organization. MI fully integrated with
key business processes; two-way
communication.
Intelligence
Deliverables
Ad hoc deliverables quickly
put together from scratch.
Regular newsletters and
profiles complement ad hoc
deliverables.
Systematic market monitoring and
analysis reports emerge as newm
structured MI output.
Two-way communication is
increasedboth production and
utilization of MI output. Highly
analytical deliverables.
High degree of future orientation and
collaborative insight creation in
producingand delivering the CI output.
Intelligence
Tools
Email and shared folders as
the primary means for
sharing and archiving
information.
Corporate intranet is emerging
as a central stoage for
intelligence output.
Systematic market monitoring and
analysis reports emerge as new,
structured MI output.
Sophisticated channeling of both
internally and externally produced
CI content to the MI portal. Multiple
access interfaces to the portal in
use.
Seamless integration of the MI portal
to other relevant IT tools. Lively
collaboration of users trough the CI
portal.
Intelligence
Organization
No resources specifically
dedicated to MI. Individuals
conducting MI activities on
a non-structured basis.
One person appointed as
responsible for CI. Increasing
coordination of CI work inte
the company. Loose
relationships with external info
providers.
A fully dedicated person manages
CI and coordinates activities.
Centralized, internally or
externally resourced info
collection and analysis capabilities
exists.
Advanced analytical and consultative
skills in the intelligence team. CI
network with dedicated resoruces in
business units for collecting local
market info. Non-core CI activities
outsourced.
CI team has reached the status of
trusted advisors to management.
Internal MI network collaborating
actively. Internal CI organizations
smoothly integrated with the
outsourced resources.
Intelligence
Culture
No shared understanding
exists of the role and
benefits of systematic MI
operations.
Some awareness exists of CI,
but the organizational culture
overall is still neutral towards
CI.
CI awareness in an moderate level.
Sharing of info is encouraged
trough internal training and
marketing of MI.
CI awareness is high and people
participate actively in producing MI
content. Top management voices its
continuous support to MI efforts.
A strong CI mindset is reflected in the
way people are curious towards the
operating environment and co-create
insights about it.
Company X
Intelligence in 2018
Company X
Intelligence in 2016
* Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)
Where are you now?
Were do you want to be in 2018?

11. Intelligence Operations Development
An assessment of an organizations intelligence operations. The purpose is to provide best practice
recommendations on how to develop the organizations intelligence program further.
Comintelli will conduct a number of interviews and
workshops together with the customers.
The renowned ”World Class Intelligence Framework”* will be
used to develop a future roadmap for the organization in the
areas of:
● Intelligence Scope
● Intelligence Process
● Intelligence Organization
● Intelligence Deliverables
● Intelligence Tools
● Intelligence Culture
The ”World Class Intelligence Framework”* is both a
management tool for intelligence as well as a development
tool.
The deliverables is a customized blueprint document that
● Describes the existing situation
● Describes the preferred future situation
● Recommends a path to reach the preferred future
state, based on best practices.

12. Results: Proven Framework
• Over 3.000 companies have
used the ”World Class
Intelligence Roadmap”
framework by taking part in
the global surveys conducted
in 2009, 2011, 2013, 2105.
Concept based on Global Intelligence Alliance ”Global Market Intelligence Survey”
conducted in 2009. 2011, 2013. In 2015 it was conducted by M-Brain.
The surveys were based on the ”Market Intelligence Roadmap” concept.

13. Source: GIA Global MI Survey 2013

14. Thank You for Your Attention!
• Want to learn more?
• Please contact Hans Hedin at
hans.hedin@comintelli.com
• www.comintelli.com

15. Questions &
Answers!

16. Thank You for Your Attention!
Rania Botani
marketing@comintelli.com
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Hans Hedin
hans.hedin@comintelli.com

17. Thank You!
www.comintelli.com
www.intelligence2day.com
contact@comintelli.com