Competitive Intelligence Architecture Dr. Elijah Ezendu FIMC, FCIM, FIIAN, FBDI, FAAFM, FAAPM, FCCM, MIMIS, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CCIP, CMC

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.

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

“ 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

“ 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

“ 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

“ 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 Vision What We Want to Be Strategy Our Game Plan Values What’s Important to Us Mission Why We Exist 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 Satisfied Shareholders Delighted Customers Efficient & Effective Processes Motivated & Prepared Workforce Source: Robert Kaplan & David Norton, Strategy Maps

Intelligence Values Intelligence 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.

Intelligence 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.

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

“ 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 Causative Mindset 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.

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

Intelligence 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 Strategy Mindset 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 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.

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 Survival Magical and Tribal First Emergence of Distinct Self Mythic Order Scientific Materialism The Sensitive Self Integrative Holistic Adapted from Clare Graves

Survival

Magical and Tribal

First Emergence of Distinct Self

Mythic Order

Scientific Materialism

The Sensitive Self

Integrative

Holistic

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

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

Magical and Tribal Focused 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.

Focused 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.

Focused on self absorption without regret. Therefore, this emphasizes heroism and egocentricity.

Mythic Order Focused 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.

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

In 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 Self Focused on moving away from greed and self-centeredness to concern for others. Therefore, this emphasizes pluralistic and egalitarian life.

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

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

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

Holistic Focused 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.

Focused 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 Mindset This 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.

This 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

“ 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 Firms Managers don’t value intelligence Managers consider intelligence a luxury Inability to incorporate it into strategy Managers believe “I know my industry”. Unskilled people try to perform intelligence. Managers hoard information. The function doesn’t meet the real needs and concerns of decision-makers. Intelligence is seldom used by decision-makers. Source: Jerry Miller, Competitive Intelligence

Managers don’t value intelligence

Managers consider intelligence a luxury

Inability to incorporate it into strategy

Managers believe “I know my industry”.

Unskilled people try to perform intelligence.

Managers hoard information.

The function doesn’t meet the real needs and concerns of decision-makers.

Intelligence is seldom used by decision-makers.

Requirements for Starting Competitive 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.

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 Primary Researchers Secondary Researchers Integrators Analysts Supporting Roles Protectors Knowledge Builders System Builders Data Builders Decision Makers

Core Roles

Primary Researchers

Secondary Researchers

Integrators

Analysts

Supporting Roles

Protectors

Knowledge Builders

System Builders

Data Builders

Decision Makers

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

CI as a Unit

The Unit Head of Competitive Intelligence functions within the Office of C.E.O.

The Competitive Intelligence Unit stands as a flat structure.

The term of reference is usually narrow.

CI as a Department

The Head of Competitive Intelligence may be positioned as Director, General Manager or Senior Manager.

The Competitive Intelligence Department stands as a broad and tall team based structure.

The term of reference is normally broad.

CI & Decision-Making A 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.

A 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 a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Thank You Dr. Elijah Ezendu elezendu@yahoo.com, 234 8033024596, 234 8058835237