Competitive Intelligence Architecture

Competitive Intelligence Architecture Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Competitive Intelligence Architecture focuses on designing, structuring and deploying fitting intelligence strategy, infrastructures and frameworks that are necessary for course-plotting an entity unto superiority.

“Without a comprehensive description of strategy, executives cannot easily communicate it among themselves or to their employees. Without a shared understanding of the strategy, executives cannot create alignment around it. And, without alignment, executives cannot implement their new strategies for the changed environment of global competition, deregulation, customer sovereignty , advanced technology, and competitive advantage.” -Robert Kaplan and David Norton

“Strategy refers to the ideas, plans and support that firms employ to compete successfully against rivals. Strategy is designed to help firms achieve competitive advantage.” -Robert Pitts and David Lei

Intelligence Strategy“This refers to plan, philosophy or scheme adoptable for resolving business survival, competitiveness and profitability through segmental or holistic intelligence.” -Elijah Ezendu

“A winning strategy must fit the enterprise’s external and internal situation, build sustainable competitive advantage, and improve company performance.” -Thompson, Strickland and Gamble

The Process of Intelligence Strategy - Elijah Ezendu, Competitive Intelligence Architecture

Evaluating Performance of Intelligence Strategy

The Balanced Scorecard & Value Mission Why We Exist Values What’s Important to Us Vision What We Want to Be Strategy Our Game Plan Strategy Map Translate the Strategy Balanced Scorecard Measure & Focus Targets and Initiatives What We Need to Do Personal Objectives What I Need to Do Strategic Outcomes Motivated & Satisfied Delighted Efficient & Effective PreparedShareholders Customers Processes Workforce Source: Robert Kaplan & David Norton, Strategy Maps

Intelligence ValuesIntelligence values of a firm comprise the established principles, practices and beliefs that serve as the root of its intelligence culture.High performing intelligence driven organizations promote apposite intelligence values that maximize bottomline and stimulate progressive development.

Mindset is a collection of assumptions and notations held by one or more people, thereby inducing them to adopt prior behaviours and choices.It’s a frame of mind that initiates from cognitive bias.

“We cannot expect to solve a complex problem using the same mindset that we used to create it in the first place” -Einstein

Mindset is CausativeMindset is the make or break factor in all change processes.As change becomes more complex (transcending more boundaries toward organisation-wide change), mindset turn out to be more influential.

Intelligence Mindset Determines Intelligence ActionIntelligence Action is deep-rooted in Intelligence Mindset.Workers’ perception of reality influences their decisions and ultimately determines acceptable course of action.

Mindset as Determinant of Intelligence StrategyMindset influences development of intelligence strategy in firms because industry, customer and organizational data are usually interpreted through assumptions and beliefs in one’s mindset.

Mindset Determines Leadership Focus Mindset influences leadership focus because the pattern of leadership adopted by a set of people in an organisation is a reflection of their beliefs about power, people, performance and roles.

Eight Levels of Mindset Development 1) Survival 2) Magical and Tribal 3) First Emergence of Distinct Self 4) Mythic Order 5) Scientific Materialism 6) The Sensitive Self 7) Integrative 8) Holistic Adapted from Clare Graves

SurvivalFocused on food, water, warmth; little awareness of the self as distinct from the environment.

Magical and TribalFocused on beliefs that events are determined by external forces controlled by magical spirits. Self is subjugated to the tribe mentality. Therefore this stage emphasizes ethnic drive.

First Emergence of Distinct Self Focused on self absorption without regret. Therefore, this emphasizes heroism and egocentricity.

Mythic OrderFocused on beliefs that life has meaning and purpose , notwithstanding outcomes are determined by an All-Powerful Other. Therefore, this emphasizes right and wrong, law and order, rigidity, paternalistic orders and unyielding standards.

Scientific MaterialismIn this case, self escapes the group mentality, and takes an individualistic and scientific quest for truth and achievement. Therefore, this emphasizes objectivity and rationalism.

The Sensitive SelfFocused on moving away from greed and self-centeredness to concern for others. Therefore, this emphasizes pluralistic and egalitarian life.

IntegrativeFocused on moving beyond pluralism to integrating interdependent forces. Therefore, this emphasizes that knowledge and competency are more important than power and status.

HolisticFocused on advocating collective view about how the whole system works. Therefore, this emphasizes integration of internal and external reality, feelings and knowledge, thereby consciously seeing the multitude of interwoven systems within systems without experiencing conflict.

Intelligence MindsetThis is a frame of mind that upholds intelligence consciousness as a way of life, believing in its importance to value creation, sustainable development, competitiveness, environmental gearing and profitability.

“If we continue to believe as we have always believed, we will continue to act as we have always acted; and that if we continue to act as we have always acted, we will continue to get what we have always gotten” -Marilyn Ferguson

Positioning an Intelligent Firm Source: Elijah Ezendu, Building Intelligent Firms

Common Problems of Building Intelligence in Firmsi. Managers don’t value intelligenceii. Managers consider intelligence a luxuryiii.Inability to incorporate it into strategyiv.Managers believe “I know my industry”.v. Unskilled people try to perform intelligence.vi.Managers hoard information.vii.The function doesn’t meet the real needs and concerns of decision-makers.viii.Intelligence is seldom used by decision- makers. Source: Jerry Miller, Competitive Intelligence

Requirements for StartingCompetitive Intelligence Programme Well-trained and empowered staff. Access to resources. Effective alignment of intelligence report to decision-making processes. Properly structured unit or department. Promotion of Intelligence Mindset. Sensitivity to Change. Technology driven processes.

Roles in the Intelligence Process Core Roles i. Primary Researchers ii. Secondary Researchers iii.Integrators iv.Analysts Supporting Roles i. Protectors ii. Knowledge Builders iii.System Builders iv.Data Builders v. Decision Makers

The Place of CI in a Firm CI as a Unit CI as a Department The Unit Head of  The Head of Competitive Competitive Intelligence may be Intelligence functions positioned as Director, within the Office of General Manager or C.E.O. Senior Manager. The Competitive  The Competitive Intelligence Unit Intelligence Department stands as a flat stands as a broad and tall structure. team based structure. The term of reference  The term of reference is is usually narrow. normally broad.

CI & Decision-MakingA clear-cut policy must be established linking decision-making to competitive intelligence report that must be developed within the firm’s CI unit or department.Without competitive intelligence report pertaining to an issue, there should be no decision-making.Every arbitrary decision that stems from non-factual sentiment should be disallowed.

Dr Elijah Ezendu is award-winning business expert and certified management consultantwith expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, BusinessDevelopment, Sales & Marketing, Business Turnaround & Interim Management, Leadership,ADR, Project & Programmes Management, Cost Management, Outsourcing, Franchising,Internal Control, Intellectual Capital, Online Business, Social Media, Software Architecture,Cloud Computing, eLearning, Business & Tech Integration, Social Impact Analysis, andInternational Business. He holds proprietary rights of schematic methods in HR, Strategy,Competitive Intelligence, Business Model, Business Development, Negotiation, CSR, SocialHR, and Social Media. He is currently Chief Executive Officer, Rubiini, UAE. He functioned asSenior Partner, Shevach Consulting, Nigeria; Lead Assessor and Member of GoverningCouncil, Institute of Management Consultants, Nigeria; Lead Resource, Center forCompetitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director,Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director ofProgrammes, Institute of Business Development, Nigeria; Member of TDD Committee,International Association of Software Architects, USA; Member of Strategic Planning andImplementation Committee, Chartered Institute of Personnel Management of Nigeria;Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke AkintolaUniversity of Technology, Nigeria. He holds Doctoral Degree in Management, Master ofBusiness Administration and stands as Fellow of several professional institutes in NorthAmerica, UK & Nigeria. He is an author and world-class speaker who has featured in manyworkshops & conferences. His ancillary services included council member of professionalinstitutes, editor-in-chief of journals, and Board Member of some Foundations. He serves asAdjunct Faculty of Business Schools in addition to Director of Firms.

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Competitive Intelligence Architecture

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