Slalmd2014 cid presentation


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February 28, 2014 SLA Leadership & Management Division webinar on Competitive Intelligence

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Slalmd2014 cid presentation

  1. 1. Using Competitive Intelligence to Build Leadership Capability An Leadership & Management Division Webinar February 28 , 2014 Zena Applebaum @ZAppleCI
  2. 2. Agenda • A Comment on Language for this presentation • Who is Doing Your Job? • • • • • • • • • Taking it back Why Now? What is Competitive Intelligence The Intelligence Cycle and Info Pros Tools, Deliverables & Analysis Frameworks Communication Success Fire Fighter to Leader What Next? Conclusion & Questions 2
  3. 3. Who is Doing Your Job? Exercise: Draw a picture/write a description – who are you at work? 3
  4. 4. Is Google Doing Your Job? 4
  5. 5. Is McKinsey Doing Your Job? 5
  6. 6. How can you take back your job? Be: • Better than Google • Smarter than McKinsey • A concise communicator • A trusted business advisor; and • Value added CI leader 6
  7. 7. Why Now? • “Research” accounts for between 4.9% and 6.7% of the annual BD/Marketing budget for AmLaw 200 firms. - Benchmarking Law Firm Marketing and BD Strategies 2011. The BTI Consulting Group • FT/SLA Report: "The Evolving Value of Information Management" (November 2013), The most pressing challenge for many knowledge providers today is a decline in budget, IT investment and headcount. Capital investments in knowledge or information areas are required by the majority of those professionals surveyed, with 58% describing the level of investment in technology and process improvement as too low. • info pros need to step up now and embrace the power of CI for decision making, a compliment to their librarian/research training = ADD Value 7
  8. 8. The Crystal Ball Feature • What is the Library 2.0? There is now, more than ever, a need for librarians to be “big picture” people. Sure, there will always be the need for cataloguers, reference librarians and administrative people who keep the day-to-day functioning of the library going, but what we need most are librarians who are visionaries, people who can see where we need to be and outline how to get there. Library directors should be looking at the long-range needs […]and then moving the firm forward. Of course, the future is unknown. Given the economic climate, the volatility of the […] industry and the ever-changing face of […]publishing, it’s impossible to say with certainty what the future will hold. But we do know it will change, and we know that we can direct some of that change by anticipating it, planning for it, working toward it. Surely the Librarian 2.0 will have a feature that will allow forecasting of the future. 8
  9. 9. What is Competitive Intelligence? “systematic and ethical program for gathering, analyzing, and managing external information that can affect you.” - 9
  10. 10. CI Cycle and Breaking Out – Why No Body Puts Info Pros in a Corner Source: 10
  11. 11. Where do you find Competitive Intelligence? • Everywhere! • Proprietary Information • Human Intelligence (vendors, suppliers, clients, sales) • Databases (subscriptions) • Publicly available information • Filings • Newspapers • Social media 11
  12. 12. CI Job Description The primary role of this position is the efficient mining, development, reporting and use of competitive intelligence (CI) data to help drive the firm’s marketing and business development efforts. Candidate will work in the Business Development Department and report to the CI Manager. Essential Duties: • Support business, client, competitive, and market intelligence with complex, on-demand primary and secondary research. Analyze and summarize findings. Develop intelligence reports and briefing documents. • Support market intelligence and monitoring. Train and assist users in creating marketing environments and news alerts. • Compile and track CI requests. • Work with CI manager and BD team to demonstrate ROI on CI. Specific Requirements: • Course of study in library or information sciences (MLS or MLIS) strongly preferred. Combination of education in a research-intensive field with relevant work experience will be considered. 12
  13. 13. Steps to Becoming a Trusted Advisor 1. 2. 3. 4. 5. 6. Know your client Anticipate their info/research needs Synthesize & Analyze Tailor communications to your audience needs Market Success….and… Repeat 13
  14. 14. Know Your Business, Know Your Client • Know your Audience/Client • Internal clients and external clients • Strategic Plan • How does the research request/CI topic fit into the over all company strategy • Key Competitors • Overall, by product/service line • Industry Analysis • Keep it current, keep it factual 14
  15. 15. Your Client is the CEO/Strategy Director, BD Director What are the information/intel needs of the C-Suite? How can/do you provide these? 15
  16. 16. Meeting Client Needs Intelligence (Info Pros) can support C-Suite by developing: • Current Awareness Monitoring • RFP Responses • Early Warning Systems • • • • Retained counsel – legal, financial, M&A (targeting) Changed market conditions Appointment Notices Recruiting Efforts • Social Media Monitoring • Feeding Human Intelligence Keeping information up to date – System Design 16
  17. 17. Current Awareness Monitoring Opportunity Identification • • • • (Crystal Ball!) Customized Portal w/ or w/o analysts Automated & annotated newsletters Alerts from Databases Filings Monitors Key Developments – Early Warning Indicators • • • • Retained counsel – financial, M&A, advisory Changed market conditions Appointment Notices Recruiting Efforts 17
  18. 18. RFP Responses - A made for Leadership, CI Story • Perhaps the easiest place to apply traditional CI analysis techniques and elicitation tactics • Win/loss analysis • SWOT • Should we pursue? • Timeline analysis 18
  19. 19. Media and Social Monitoring • Rife spot find qualitative and quantitative data on clients/prospects as well as competitor clients/prospects • (in an effort to turn the latter into the former) • Monitor for tone, content, frequency, trending, sentiment • Big Data can turn into CI Data points (earlier JD) Develop a system or software or buy a third party platform. Mechanics/data can be easily outsourced of but still requires a heightened knowledge of the firm and its strategy – human touch. 19
  20. 20. Build Internal Networks – Human Intelligence • In an era of information ubiquity, human intelligence sets our organizations apart. • Libraries can take on a (new) role as central hubs for information can be the hub and spoke for Human Intelligence and Information Collection (CI Cycle) • Info Pros/Researchers/Librarians can connect the dots between secondary, tertiary and human research, turning it into intelligence. 20
  21. 21. Internal Networks & Data Centers • • • • • • • Other Researchers –R&D, KM, Market Research Accounting Data – P&L, Product Lines CRM and other Database(s) Syndicated Research Subscription Databases News Media/Social Media Monitoring & Tools Analysis Reference Tools – Analysis Without Paralysis 21
  22. 22. Providing Added Value – Analysis Why you don’t need to be afraid… We view competitive intelligence analysis as the multifaceted means by which information is interpreted to produce insightful findings (i.e., intelligence) or recommendations for organizational action. Defined as such, we do not view analysis as being solely in the domain of either pure art or science, but as requiring to some degree both of these. We also view analysis as being both a process (i.e., the multifaceted means we defined) and a product (i.e., the interpretation output). Lastly, our definition suggests that analysis must pass the “so what?” test in order to usefully aid decision-making and action-taking. ( Fleisher/Bensasson) 22
  23. 23. Analysis Frameworks & Products Context. A picture frame. A perspective. A methodology. That’s it, that’s all. Fancy language to explain something we all do inherently each and every day. Frameworks are universally understood, taught and used throughout the business community but you don’t need a business degree to use them. 23
  24. 24. Analysis Framework – TimeLine Analysis Display events in a chronological and graphical manner to identify important trends and relationships between competitor business activities • Systematic layout of events related to the key question • Look for events, trends, patterns, and sequences • Cause & Effect • List the important events as a chronology • Array the events for all competitors on the timeline • Summarize and hypothesize Timeline Analysis Source: CID July 2012 presentation “Analytical Tools that Deliver Value” Bernaiche/Wergeles 24
  25. 25. Timeline Template
  26. 26. Timeline for - Healthy/Green/Socially Conscious
  27. 27. Communication The Medium is the Message – Marshall McLuhan • How you communicate is as important as what what you provide. • What does the data dump say about your understanding of needs and issues? • Create a series of CI/Research products that communicate concisely and directly in line with the client needs. 27
  28. 28. Concise Communication is Essential Email/Voice mail • • • • To the point Address specific project(s) Ask for a short meeting to discuss if necessary Follow Up Report/Memo/Presentation • • • • • Methodology Address key priorities, business drivers, dilemma’s Sharp summary – up front Possible recommendations Provide Opportunity for Next Steps - page 28
  29. 29. A Report Example
  30. 30. How do you become a leader and trusted advisor? Ongoing articulation of added value by demonstrating intelligence expertise in relation to company needs and Ongoing demonstration of your value by support of the business goals through effective articulating the intelligence expertise in communication. to your company’s relation needs and the support of the business goals Client specific, anticipated “actionable intelligence” makes for a trusted advisor and is always better than Google or McKinsey. 30
  31. 31. Fire Fighter to Leader Provide Additional Value (Analysis) Fight fires and keep them out (i.e. anticipate) Know your business, know your client Ongoing Actionable Intelligence 31
  32. 32. Career Resources Professional Associations/Organizations • SLA-CID • SCIP • Intel Collab • AIIP Professional Development/Education • • • • SLA CID – CE Courses & Sessions ICI Fuld Mercyhurst 32
  33. 33. What’s Next? • • • • • Hide in plain sight Get out and be seen Engender trust, and use it for good Don’t collect data for data sake – engage the human element Join the SLA CID as well! Thank you and good luck in your CI efforts! 33
  34. 34. LMD Announcements • Survey link: • Next webinar: Writing for Publication Speakers: Bruce Rosenstein and Stuart Hales March 19, 2014 2 pm EST 34