2006 SOIR Part II


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  • RAT = Relevant, Accurate, Timely Information Identify opportunities Identify Problems Identify New & Attractive Markets Primary: Provide data to address specific research objectives Market demand for data solution (feature; application; service) Consumer satisfaction about functionality of wireless devices Identify attributes of consumer segments Usage patterns - capacity Secondary: Provide data that address more than a specific research objective Cheapest & easiest source Markets competitors are most active in What’s potential size of market (% of population of given income level) Internal : Motorola in-house research (PCS Consumer Research; Market growth trajectory; Top Operators) External : Marketing/sales messages, product information, information about the general lay of the market landscape. Where are the divots, bumps, potholes that should be avoided?
  • As the worlds of computing and communications collide, lines between competitors and customers, partners, and allies are becoming less clear. Confusion in the telecom industry over the last few years has created new breeds of competitor – the mega-systems integrator, the multi-company alliance, the IT platform giants, and the finely tuned, slim margin electronics company So Motorola’s competitive universe is changing – Lower barriers to entry in telecom manufacturing have permitted entry of Asian manufacturers who have proven execution capabilities in the slim margin world of consumer electronics. Traditional television manufacturers are forecasting the death of the set top box and are seeking to dominate standards as part of their vision to see broadband become embedded in new generation TV’s. IBM and Microsoft see IT systems as the infrastructure basis for all future interoperability and are accelerating disruptive technologies in WLAN, Voice over IP, and satellite broadband. Defense contractors like Northrop whom we never considered competitors before are demanding their piece of the Homeland Security pie. They are using tactics from PAC funding to lobbying to delay tactics to assure prime role as systems integrators and solutions providers to the Federal Government. Lets take a look at a few examples of companies trying to rewrite the rules of the game
  • 2006 SOIR Part II

    1. 1. Competitive Intelligence Evolution at Motorola <ul><li>Joe Goldberg </li></ul><ul><li>Senior Director, Corporate Business Intelligence </li></ul><ul><li>Corporate Strategy Office </li></ul><ul><li>Motorola, Inc. </li></ul><ul><li>[email_address] </li></ul>Israel 2008
    2. 2. <ul><li>“ Next to knowing all about your own business, the best thing to know about is the other fellow’s business.” </li></ul><ul><li>- John D. Rockefeller </li></ul>
    3. 3. Agenda <ul><li>Intelligence at Motorola Defined </li></ul><ul><li>Evolution of Motorola Intelligence and Current State </li></ul><ul><li>Thoughts on Changes in Intelligence Realities </li></ul>
    4. 4. Generally consistent corporate reporting structure and customers - credibility, objectivity, relevancy and trust Corporate Business Intelligence Executive Vice President and Chief Strategy Officer President and Chief Executive Officer Our Motto: “To be constructively annoying.” Corporate Functions Senior Leadership Team (SLT) Board of Directors Primary Business Unit Strategy/Intel Everyone Else Secondary
    5. 5. Corporate Intelligence historically ties together virtual team Various Sources Sector/group BI Leaders Corporate, Sector, Group, Regions Decision-makers and Intelligence Users Internal BI Network Business Unit Intelligence Intelligence Products Business Unit Intelligence Business Unit Intelligence Business Unit Intelligence Business Unit Intelligence Information Sources Corporate Business Intelligence
    6. 6. The critical elements of intelligence at Motorola Proactive, timely intelligence products to assist decision-makers and intelligence users Sources IMPACT Markets Customers Capabilities Competition Plans Intentions Industry Structure Corporate Security Threats <ul><li>Impact on business decisions </li></ul><ul><li>Early warning of competitor moves </li></ul><ul><li>Rapid response to market opportunities </li></ul><ul><li>Integral to formulation of strategy </li></ul><ul><li>Prevention of mistakes, security, counterintelligence </li></ul><ul><li>Increase revenue for the company </li></ul>Analysis Political, Economic, Social For ces Technology Developments
    7. 7. <ul><li>An IT system </li></ul><ul><li>Primarily reactive research driven </li></ul><ul><li>News, or data distribution service </li></ul><ul><li>Internally focused market researchers </li></ul><ul><li>Static assessments of competitor actions and market environments </li></ul><ul><li>A skill assumed to be inherent in all employees </li></ul>Is Is Not <ul><li>A process to identify, collect on, or predict key issue </li></ul><ul><li>Actionable analysis for key decision-makers </li></ul><ul><li>Professional, efficient and effective </li></ul><ul><li>Endorsed by leadership </li></ul><ul><li>An objective “outsiders” perspective </li></ul><ul><li>A zealot for the institutionalization of a BI Culture </li></ul>Foundational principles of intelligence
    8. 8. <ul><li>Consumer Research Group </li></ul><ul><li>Bid & Quote Group </li></ul><ul><li>CI Team </li></ul><ul><li>Product Groups </li></ul><ul><li>Standards </li></ul><ul><li>Sales Team </li></ul><ul><li>Merger & Acquisition Team </li></ul><ul><li>Legal </li></ul><ul><li>Trade Associations </li></ul><ul><li>Periodicals </li></ul><ul><li>Annual Reports </li></ul><ul><li>Financial Analyst Reports </li></ul><ul><li>Industry Analyst Reports </li></ul><ul><li>Newspapers </li></ul><ul><li>Government </li></ul>Intelligence Sources Published Electronic/Print Primary Sources <ul><li>Consumer / Market Research </li></ul><ul><li>People - employees, partners, competitors, customers </li></ul><ul><li>Tradeshows, seminars </li></ul>Internal <ul><li>On-Line Databases </li></ul><ul><li>Company Websites </li></ul><ul><li>Special Websites </li></ul>Internet Joe’s Belief: Source base has expanded, but in the end, it is the same for everyone Secondary Sources External
    9. 9. Joe’s belief: The key differentiating factor is the quality of the individual intelligence professional <ul><li>Intuition </li></ul><ul><li>Common Sense </li></ul><ul><li>Instinct </li></ul><ul><li>Knowledge </li></ul>Communication Skills Collection and Research Skills Customer Relationship Skills Decision Area Recommendations Data Education Facts Experience Insatiable Curiosity Critical Thinking Strong Memory
    10. 10. Agenda <ul><li>Intelligence at Motorola Defined </li></ul><ul><li>Evolution of Motorola Intelligence and Current State </li></ul><ul><li>Thoughts on Changes in Intelligence Realities </li></ul>
    11. 11. <ul><li>Budget </li></ul><ul><li>Time </li></ul><ul><li>Staff </li></ul><ul><li>Key business issues </li></ul><ul><li>Reporting structure </li></ul><ul><li>Overall company structure </li></ul><ul><li>Primary and secondary resource access </li></ul>Intelligence success and impact is directly related to how well we understand our work environment Overall, intelligence still remains a misunderstood and under-valued “profession” Strategy & Direction Information Processing & Storage Collection Analysis & Implications Dissemination Feedback Decision-makers
    12. 12. Evolution of the Motorola Business Intelligence Group <ul><li>CEO Bob Galvin appointed to President’s Foreign Intelligence Advisory Board </li></ul><ul><li>Concluded that an business intelligence department was essential; Realized value of collection and analysis (first serious attempt in U.S. industry) </li></ul><ul><li>A former CIA Officer has always led the corporate group </li></ul>Tactical Strategic Few Many MAIN AREA OF FOCUS END-USERS 1983-1987 “ Proof of Concept” 2000 – 2005 “ Back to Basics” 1993-1999 “ Growth and Global” 1987-1993 “ Credibility” 2005 – “Architect and Distribute”
    13. 13. <ul><li>Corporate mandate to establish structure for world-class unit. </li></ul><ul><li>Strategy - Top down. </li></ul><ul><li>KIT - Key Intelligence Topics - direct interviews with top managers. </li></ul><ul><li>Service broad needs of strategic and operational managers. </li></ul><ul><li>Professional Intelligence collectors; library started. </li></ul>Motorola at a glance - 1985 Revenues: $5.5B U.S. Sales: $5.0B # of Employees: 90,000 <ul><li>Resources split to cover operational and strategic needs. </li></ul><ul><li>Too academic and reliant upon databases. </li></ul>1983-1987 “ Proof of Concept”
    14. 14. 1987-1993 “ Credibility” <ul><li>Centralized strategy. </li></ul><ul><li>Rebuilt to focus on operational needs, businesses relevance/ development and technology. </li></ul><ul><li>“ The more people on the distribution list, the less value it has.” </li></ul><ul><li>Focused decreased internal Motorola networks and communication. </li></ul><ul><li>Lack of geographic coverage (as needed) - focused on “must-do’s” </li></ul>Motorola at a glance - 1990 Revenues: $10.9B U.S. Sales: $6.0B # of Employees: 105,000
    15. 15. 1993-1999 “ Growth and Global” <ul><li>Across & up strategy. </li></ul><ul><li>Build/broaden global collection capabilities. </li></ul><ul><li>Redesign analysis to cover increasing global strategic issues. </li></ul><ul><li>Broaden customers of intelligence: strategic focus + business specific </li></ul><ul><li>Rebuild internal intelligence network </li></ul><ul><li>External intelligence networks decreased with re-focus on internal sources as business is stressed. </li></ul><ul><li>Balance between reactive and proactive with additional coverage. </li></ul>Motorola at a glance - 1998 Revenues: $29.4B U.S. Sales: $12.0B # of Employees: 88,000
    16. 16. <ul><li>Continue across & up strategy to customers of intelligence: strategic focus + business specific. </li></ul><ul><li>Global collection capabilities continue, but are stressed. </li></ul><ul><li>Redesign analytic products to cover increasing global strategic issues. </li></ul><ul><li>Re-structuring and business issues weakened intelligence team. </li></ul><ul><li>Direct contact with CEO and senior leadership starts weak, ends strong. </li></ul>Motorola at a glance – 2003 (w/SPS) Revenues: $27.0B U.S. Sales: $13.5B # of Employees: 133,000 2000 – 2005 “ Back to Basics”
    17. 17. <ul><li>Mandate to strengthen BI team with some corporate “control.” </li></ul><ul><li>Intelligence products redesigned for focus and effectiveness. </li></ul><ul><li>Relationship with senior leaders continues strong. </li></ul><ul><li>Challenge to maintain intelligence professionals and network. </li></ul><ul><li>Company culture and structure. </li></ul>Motorola at a glance - 2007 Revenues: $36.6B U.S. Sales: 50%+ # of Employees: Much lower 2005 – “Architect and Distribute”
    18. 18. New charter of Corporate Intelligence <ul><li>Lead global intelligence professionals to provide objective, relevant, actionable intel on key issues. </li></ul><ul><li>Provide information and intelligence to Corporate Strategy and other Corporate functions (then everyone else). </li></ul><ul><li>Promote intelligence processes across businesses and functions. </li></ul><ul><li>Lead joint Motorola tradeshow intelligence collection and analysis program. </li></ul><ul><li>Lead governance issues and structure to align cross-company intelligence issue direction, quality, and customer support. </li></ul>
    19. 19. The changing intelligence role pushed toward new analytic decision-making building blocks and action Recommendations <ul><li>Actions that </li></ul><ul><li>must be taken </li></ul>Wisdom <ul><li>Learned experiences </li></ul><ul><li>from previous decisions </li></ul>Predictions <ul><li>What do we think will happen? </li></ul>Intelligence <ul><li>Analysis of the organized information </li></ul><ul><li>– actionable, relevant, timely </li></ul>Information <ul><li>Patterns built by looking at several data </li></ul><ul><li>points, assign meaning </li></ul>Data <ul><li>Concepts, unconnected facts or specifics </li></ul>Strategic Action Strategic Support
    20. 20. Agenda <ul><li>Intelligence at Motorola Defined </li></ul><ul><li>Evolution of Motorola Intelligence and Current State </li></ul><ul><li>Thoughts on Changes in Intelligence Realities </li></ul>
    21. 21. Reality: Decision-makers must act in a complex and dynamic global competitive environment Global Telecom TV/Entertainment Electronics Semiconductor Computer/IT Defense
    22. 22. Reality: The decision-maker’s time horizon keeps narrowing … our role is to force them to see the predictable future… Next Quarter “ The Colonization of Mars” Now “ The New York $tock Exchange” Last Quarter “ The Middle Ages ”
    23. 23. Reality: Decision-makers receive messages from multiple competing inputs over time… Media People Market … information flows freely, but trends and context are hidden within the messaging mosaic... Time Time
    24. 24. Case Study: Old State – Several highly detailed, insightful, loosely connected analytic reports created over a random period End-users Topic #1 Topic 3# Topic #2 Inputs Evolving industry, driven by the Information Revolution, forced an evolution in products and process Inputs
    25. 25. New State case study: Simplify a complex issue through multiple products over time March June Sept Financial analysis, messages, themes, impact, implications Strategic event analysis, implications, recommendations Significant strategic action, business impact analysis, implications, recommendations Significant strategic action, business impact analysis, implications, recommendations Major push strategic review - 4 pages Strategic significance – product depth Consistent strategic content/message Individual strategic product
    26. 26. March June Sept New state case study: Multiple analyses reiterate common strategic issues Facts + Market Knowledge + Analysis = Insight Several insights lead to Wisdom ( red line ) Financial analysis, messages, themes, impact, implications Strategic event analysis, implications, recommendations Significant strategic action, business impact analysis, implications, recommendations Significant strategic action, business impact analysis, implications, recommendations Major push strategic review - 4 pages Strategic significance – product depth
    27. 27. <ul><li>As issues grow more complex, message and methods have become simpler. </li></ul><ul><li>Reiterating issues, put them in context. </li></ul><ul><li>Know your customer, their influencers, what they think and how they receive intelligence. </li></ul><ul><li>Obtaining simplicity is complex </li></ul>Conclusions
    28. 28. Thank You