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Competitive Intelligence Architecture

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Key pointers in developing competitive intelligence systems in a firm

Published in: Business, Technology

Competitive Intelligence Architecture

  1. 1. Competitive Intelligence Architecture Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  2. 2. 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.
  3. 3. “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
  4. 4. “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
  5. 5. Intelligence Strategy “This refers to plan, philosophy or scheme adoptable for resolving business survival, competitiveness and profitability through segmental or holistic intelligence.” -Elijah Ezendu
  6. 6. “A winning strategy must fit the enterprise’s external and internal situation, build sustainable competitive advantage, and improve company performance.” -Thompson, Strickland and Gamble
  7. 7. The Process of Intelligence Strategy - Elijah Ezendu, Competitive Intelligence Architecture
  8. 8. Evaluating Performance of Intelligence Strategy
  9. 9. 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
  10. 10. 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.
  11. 11. 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.
  12. 12. “We cannot expect to solve a complex problem using the same mindset that we used to create it in the first place” -Einstein
  13. 13. 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.
  14. 14. 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.
  15. 15. 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.
  16. 16. 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.
  17. 17. 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
  18. 18. Survival Focused on food, water, warmth; little awareness of the self as distinct from the environment.
  19. 19. 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.
  20. 20. First Emergence of Distinct Self Focused on self absorption without regret. Therefore, this emphasizes heroism and egocentricity.
  21. 21. 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.
  22. 22. 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.
  23. 23. The Sensitive Self Focused on moving away from greed and self-centeredness to concern for others. Therefore, this emphasizes pluralistic and egalitarian life.
  24. 24. Integrative Focused on moving beyond pluralism to integrating interdependent forces. Therefore, this emphasizes that knowledge and competency are more important than power and status.
  25. 25. 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.
  26. 26. 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.
  27. 27. “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
  28. 28. Positioning an Intelligent Firm Source: Elijah Ezendu, Building Intelligent Firms
  29. 29. Common Problems of Building Intelligence in Firms i. Managers don’t value intelligence ii. Managers consider intelligence a luxury iii.Inability to incorporate it into strategy iv.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
  30. 30. 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.
  31. 31. 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
  32. 32. 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.
  33. 33. 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.
  34. 34. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional
  35. 35. Thank You

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