Acquiring capacity for understanding key business activities in the environments and developing appropriate action points for business and organisational excellence.
Today’s companies face their toughest competition ever, as such to succeed in today’s fiercely competitive marketplace, companies must move from a product-and-selling philosophy to a customer-and-marketing philosophy. This chapter spells out in more detail how companies can go about outperforming competitors to win, keep, and grow customers. To win in today’s marketplace, companies must become adept not only in managing products but also in managing customer relationships in the face of determined competition and a difficult economic environment. Understanding customers is crucial, but it’s not enough. Building profitable customer relationships and gaining competitive advantage requires delivering more value and satisfaction to target customers than competitors do. Customers will see competitive advantages as customer advantages, giving the company an edge over its competitors.
Competition is getting more intense. Globalisation has finally arrived in every country of the world. It is crucial to know your own strengths
and weaknesses as well as these of your „enemies.“
Companies that want to be “ahead of the competition“ must have a
well-performing radar system in order to analyse their competitors and market developments, and to be able to identify relevant opportunities or threats on time .
Competitive Intelligence is the art of always staying one step ahead of
the competition.
Today’s companies face their toughest competition ever, as such to succeed in today’s fiercely competitive marketplace, companies must move from a product-and-selling philosophy to a customer-and-marketing philosophy. This chapter spells out in more detail how companies can go about outperforming competitors to win, keep, and grow customers. To win in today’s marketplace, companies must become adept not only in managing products but also in managing customer relationships in the face of determined competition and a difficult economic environment. Understanding customers is crucial, but it’s not enough. Building profitable customer relationships and gaining competitive advantage requires delivering more value and satisfaction to target customers than competitors do. Customers will see competitive advantages as customer advantages, giving the company an edge over its competitors.
Competition is getting more intense. Globalisation has finally arrived in every country of the world. It is crucial to know your own strengths
and weaknesses as well as these of your „enemies.“
Companies that want to be “ahead of the competition“ must have a
well-performing radar system in order to analyse their competitors and market developments, and to be able to identify relevant opportunities or threats on time .
Competitive Intelligence is the art of always staying one step ahead of
the competition.
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
How to Measure Strategic Market and Competitive Intelligence PerformanceIntelCollab.com
What is it worth? The question is as old as commerce itself...
Decision-makers want to be sure they are expending the appropriate amount of resources on the right kind of activities to maximize value.
Intense, hyper-competitive environments and stakeholder concerns continue to create pressure on firms to enhance spending efficiency wherever possible. Senior managers expect to see tangible return on their investments and often complain about the lack of understanding of how a given activity like CI, actually contributes to the bottom line. Numbers-driven CEOs and CFOs need to know that CI budgets and activities are efficiently making a tangible contribution to desired performance.
Too many CI executives lack convincing responses when asked by senior executives to justify their budgets or staffing requests, whether it be financial measures like return on investment (ROI) and internal rate of return (IRR), year-on-year productivity improvement indices, or just doing far more with much less. Unfortunately, even after decades of practice and scholarly research on this topic, no accepted industry convention or “plug and play” software application exists to reliably make the case for and connect CI results with organizational ones.
Benefiting from nearly two decades of successful experience in leading several top CI functions, we'll discuss a variety of approaches, philosophies, processes and methods to illuminate discussions about results and performance between intelligence and organizational leadership. Specifically, the session will look at:
- Measurement and valuation approaches and tactics demonstrated to work (as well as those that don’t)
- Critical factors to address in demonstrating CI performance and its impact to the organization when the time comes to ask for more resources
- Quantifiable methods for connecting intelligence results with organizational performance
Slides from a recent workshop @Found.ation:
"How to create a successful e-shop"
“Track your competitors and adjust your strategy”
George Giannakeas
Marketing and Product Director e-FOOD.gr
george@e-food.gr
@gioris
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
How to Measure Strategic Market and Competitive Intelligence PerformanceIntelCollab.com
What is it worth? The question is as old as commerce itself...
Decision-makers want to be sure they are expending the appropriate amount of resources on the right kind of activities to maximize value.
Intense, hyper-competitive environments and stakeholder concerns continue to create pressure on firms to enhance spending efficiency wherever possible. Senior managers expect to see tangible return on their investments and often complain about the lack of understanding of how a given activity like CI, actually contributes to the bottom line. Numbers-driven CEOs and CFOs need to know that CI budgets and activities are efficiently making a tangible contribution to desired performance.
Too many CI executives lack convincing responses when asked by senior executives to justify their budgets or staffing requests, whether it be financial measures like return on investment (ROI) and internal rate of return (IRR), year-on-year productivity improvement indices, or just doing far more with much less. Unfortunately, even after decades of practice and scholarly research on this topic, no accepted industry convention or “plug and play” software application exists to reliably make the case for and connect CI results with organizational ones.
Benefiting from nearly two decades of successful experience in leading several top CI functions, we'll discuss a variety of approaches, philosophies, processes and methods to illuminate discussions about results and performance between intelligence and organizational leadership. Specifically, the session will look at:
- Measurement and valuation approaches and tactics demonstrated to work (as well as those that don’t)
- Critical factors to address in demonstrating CI performance and its impact to the organization when the time comes to ask for more resources
- Quantifiable methods for connecting intelligence results with organizational performance
Slides from a recent workshop @Found.ation:
"How to create a successful e-shop"
“Track your competitors and adjust your strategy”
George Giannakeas
Marketing and Product Director e-FOOD.gr
george@e-food.gr
@gioris
This presentation will help you understand the basic building blocks of Business Intelligence. Learn how decisions are triggered, the complete decision process and who makes decisions in the corporate world.
More importantly, understand core components of a Business Intelligence architecture such as a data warehouse, data mining, OLAP (Online analytical procession) , OLTP (Online Transaction Processing) and data reporting. Each component plays an integral part which enables today's managers and decision makers collect, analyze and interpret data to make it actionable for decision making.
Business intelligence has become an integral part that needs to be incorporated to ensure business survival. It is a tool that helps analyze historical data and forecast future so that your are always one step ahead in your business.
Please feel free to like, share and comment as you please!
Market / Competitive Intelligence Usage and AllocationIgnacio Feller
Market & Competitive Intelligence Usage and Allocation: Best practices in creating a communication and governance framework to ensure actionable intelligence across varied internal stakeholder groups - including executives, marketing, sales, product management, and investor relations - within complex organizations competing in rapidly changing markets.
Competitive Intelligence is critical to any company striving to make their product deliver the value customers expect. As a Product Manager, you want to keep a holistic view of both your client’s opinion, desire and thoughts on new development, combined with a perspective on what your competition will be up to next. After all, the competition has smart Product Managers who may have discovered an important service or product angle those customers are going to want.
With social media in a mature phase, can’t you just rely on Twitter Feeds, news aggregators, and information from the odd LinkedIn Group? Is that enough? What else should you be doing to stay ahead of you competitors?
Join our guest speaker, Zena Applebaum, of Bennet Jones LLP, for a practical discussion about where to look for competitive intelligence (ethically), how to collect it, the questions you should be asking, who to ask, and how best to use the intel once you have it
[MU630] 004. Business Intelligence & Decision SupportAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Joint Pistoia Alliance & PRISME AI in pharma webinar 18 Oct 2018Pistoia Alliance
In order to advance Machine Learning driven analytic approaches, having access to more data is better. In order to achieve increasingly larger patient level datasets, Researchers require the pooling of data from participants across the Healthcare ecosystem.
Common requirements and technical design patterns have emerged from company-specific and industry consortia efforts, forming underlying patterns that make up an overall Reference Architecture for data that can ultimately feed new analytics and Machine Learning.
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This webinar will explore the types of problems and questions faced by procurement executives that can benefit most through the application of analytical solutions (e.g. innovation, strategic cost management, risk mitigation, etc.). In addition, we will cover the different forms of cognitive solutions that are emerging to drive real-time decision-making and predictive sourcing capabilities.
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
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Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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2. “The ability to focus attention on
important things is a defining
characteristic of intelligence”
- Robert J. Shiller, Irrational Exuberance
3. What is Competitive Intelligence?
“It’s the process of ethically collecting, analysing,
and disseminating accurate, relevant, specific,
timely, foresighted and actionable intelligence
regarding the implications of business
environment, competitors, and the organization
itself”
-Society of Competitive Intelligence Professionals
4. Why Intelligence?
Intelligence is usually ahead of its time,
and exploits analytics pertaining to
past behaviour for provision of much
required insight into course of events.
5. Competitive Intelligence as a Product
Competitive Intelligence is ethical, timely and useful
value-added information on customers,
competitors, other stakeholders in the competitive
environment and the within the firm.
6. Competitive Intelligence as a Process
In this case, it involves establishing intelligence
needs, generating information, analysing and
disseminating actionable intelligence to key
decision makers, for building competitive
advantage and boosting profitability.
7. “If you are ignorant of both your enemy
and yourself, then you are a fool and
certain to be defeated in every battle.”
- Sun Tzu
8. Function of Intelligence
Collect
information from
both primary and
secondary
sources
Upgrade available
information to
intelligence using
analytical capability
Produce much
required insights and
proposition
Disseminate report
to decision makers
for effectual
leverage
9. 7Ps of CI
People
Porism
Plan
Processes
Prod
Pathfinder
Performance
Source: Elijah Ezendu, Competitive Intelligence
11. Market Intelligence
This highlights acquisition and analysis of
information pertaining to trends,
geopolitical issues and regulations in a
firm’s market.
13. Reasons for Monitoring Competitors
o Predict their next action
o Exploit their weaknesses
o Undermine their strength
o Blow up threats against them
o Undercut their opportunities
14. Partner Intelligence
This involves keeping tabs on every
individual and organization that has a
form of value network with the value
chain of a particular firm.
15. Customer/Prospect Intelligence
This embraces continuous identification and
analysis of demographic factors, budget
cycles, key internal influences and key focus
areas of customers/prospects.
16. Technical Intelligence
It entails examining every accessible research
and development report and allied technical
application in order to keep track of
competitive technical know-how, make out
business alternatives, and generate
appropriate and well-timed warning signal
to decision makers.
17. Three Types of Intelligence
Recurrent Intelligence: It’s done to be abreast
with activities and is not connected to a
specific strategic or tactical decision.
Reference Intelligence: It’s used as groundwork
for specific strategic or tactical decision and
regularly demanded.
Strategic Intelligence: This encompasses broad
spectrum of issues and is classically structured
to a specific strategic decision.
18. Counterintelligence
It’s a process of securing business
secrets, plans, techniques,
programmes and projects in order to
ward-off adversary.
19. How does CI improve Business Performance?
i. Lessens costs
ii. Boosts sales
iii. Captures alliance opportunities
iv. Discover gainful acquisition prospect
v. Clamps down on competitors’ profits and sales
vi. Enhances defensive strategies
vii. Improves organizational agility
viii. Achieve first-class status for higher prices
ix. Provides leverage for outwitting performance barrier
20. Overview of CI Process Models
Ashton and Stacey Business
Intelligence Process Model
4Cs Process Model
SCIP CI Process Model
21. Ashton and Stacey Business
Intelligence Process Model
2. Collect
Source
Materials
3. Analyze
Source Data
1. Plan
Intelligence
Activities
Intelligence
Information Systems
4. Deliver
Information
Products
6. Evaluate
Programme
Performance
5. Apply
Intelligence
Results
Impacts
Needs
Data
Needs
Targets
Sources
Methods
Information
Feedback
Intelligence
Source: Arthur Weiss, A brief Guide to Competitive Intelligence
22. 4Cs Process Model
Collection
• Definition and planning based on
user requirements
•Raw information collection from
primary and secondary sources as
related to intelligence requirements
Conversion
• Collate and catalogue data
• Integrate data with other
related data elements
• Analyze, interpret and
process data
CI/Intelligence
Information System
Countering
Utilization of intelligence in the
decision making process
Communications
• Disseminating data to relevant users
•Establishing feedback mechanisms to
ensure that information matches needs
Intelligence
User
Source: Arthur Weiss, A brief Guide to Competitive Intelligence
24. SCIP CI Process Model
Collect
Data Information
Intelligence Decision Results
Compile
Compile
Compile
Compile
Knowledge
Communicate
Decision Maker
Adapted from William Wilson, NextStep and Timothy W. Powell
25. Generic CI Process
Design and
Set-Up
Information
Collection
Analytical
Scheme
Dissemination
Feedback
26. CI Analytical Scheme
Define the
Question
Gather Data Organize Data
Synthesize
&
Filter Data
Analyze
Proper Data
Prepare FindingsIdentify insights
Outline
recommendations
Draft CI Report
Assess & Approve
Report
Issue Report
Evaluate and
Improve
27. CI Life Cycle
The average life cycle of CI projects is very small.
Define Question (1 to 2 weeks)
Gather Data (2 weeks)
Organize Data (2 weeks)
Synthesize and Filter Data (2 weeks)
Analyze Proper Data (2 weeks)
Prepare Findings (1 week)
Identify Insights (1 week)
Outline Recommendations (1 week)
Draft CI Report (1 week)
Assess and Approve Report (1 to 2 weeks)
28. Competitive Intelligence: The Bridge Between
Information and Action
Content
Generation
Information
Aggregation
Strategy
Business
Action
Competitive
Intelligence
Magazines
Newswires
SEC filings
Web Sites
Census
Market Research
Newspapers
Business Intelligence
Software
News Portals
Online Directories
Vertical Portals
News Portals
Research Shops
Competitor Profiling
SWOT Analysis
Trend Analysis
Simulation
Forecasting
Monitoring
Tailoring
Archiving
Communications
Brand
Marketing Position
Human Resources
Suppliers
Mergers/Acquisition
Financial
Product Dev.
Business Dev.
Public Relations
Marketing
Information
Source: ShiftCentral
29. Analysis Techniques Used in CI (1)
Environmental Analysis
Scenario Analysis
Macroenvironmental (STEEP) Analysis
Issue Analysis
Stakeholder Analysis
Strategic Analysis
GE Business Screen Matrix
SWOT Analysis
Industry Analysis
BCG Growth/Share Portfolio Matrix
Value Chain Analysis
Strategic Group Analysis
30. Analysis Techniques Used in CI (2)
Competitor and Customer Analysis
Competitor Analysis
Customer Value Analysis
Functional Capability and Resource Analysis
Management Profiling
Blindspot Analysis
Customer Segmentation Analysis
War Gaming
Conjoint Analysis
Win/Loss Analysis
Financial Analysis
Sustainable Growth Rate Analysis
Financial Ratio and Statement Analysis
Strategic Funds Programming
31. Analysis Techniques Used in CI (3)
Evolutionary Analysis
Patent Analysis
Experience Curve Analysis
Product Life Cycle Analysis
Growth Vector Analysis
S-Curve (Technology Life Cycle) Analysis
32. Primary Sources of Data
I. Observations
II. Marketplace Surveys
III. Interview with Internal Experts
IV. Journalists
V. Discussion Forums
VI. Internet Blog
VII. Industry/Product/General Wiki
VIII. Professional Institutes
IX. Trade Unions & Associations
X. Customers
XI. Professionals within the industry
XII. Suppliers to the industry
XIII. Competitors
XIV. Stockbrokers
XV. Conferences
33. Secondary Sources of Data
1) Directories
2) Trade Publications
3) Newspapers
4) Federal Office of Statistics
5) Magazines
6) Journals
7) Newsletters
8) Industry Periodicals
9) Government Statements and Reports
10) Annual Reports
11) Online Databases
12) Vendor’s Promotional Material
13) Press Releases
14) Websites
15) Subscription News Feeds
34. CI Products and Deliverables
i. Early Warning Alerts
ii. Market Audits
iii. Industry Audits
iv. Customer Profiles
v. Competitor Profiles
vi. Technology Profiles
vii.Supplier Profiles
viii.Competitive Benchmarking
35. Uses of Competitive Intelligence
Acquisition and Prevention of Acquisition
Merger Process
Sales
Business Modeling
Strategic Alliances
Manpower Development
Organizational Development
Strategic Course-Plotting
Issues Monitoring
Due Diligence
Benchmarking
Technology Assessment
New Venture Development
Satisfaction Surveys
Environmental Scanning
Business Opportunities and Risks Ascertainment
Crafting Strategy
Generic Business Development Programmes
36. 12 Application Priorities of CI
1. Current Competitor Activities and Strategy Monitoring
2. Customers, Vendors and Other External Allied Monitoring
3. Operational Performance and Benchmarking
4. Product/Service Sales and Marketing Support
5. Strategic Probabilities and Possible Futures
6. Internal Knowledge Management
7. Intellectual Property Exploitation and Protection
8. Mergers, Acquisitions, Alliance and Investment Support
9. Long-Term Market Prospects & Spotting Weak Signal Blindspots
10. Counter-Intelligence & Information Security
11. Legislative and Regulatory Activity as well as Impact on Business
Issues
12. Executive Decision-Support and Competitive Strategy Planning
Source: Recon Competitive Intelligence Solutions
38. Requirements for Starting a CI Programme
Well-trained and empowered staff
Access to resources
Properly structured unit or department
39. 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
41. Competitive Intelligence Solution
An apposite Competitive Intelligence Solution provides a
tested platform for conducting data-banking,
synthesis, analysis, structured evaluation and
sophisticated report generation.
Examples of CI Solution
1. Cipher Solution from Cipher Systems.
2. ACIS from Coemergence Inc.
3. Astragy from Astragy B.V.
4. Comintell KXC from Comintell.
5. Acuity from Acuity Software
42. 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 Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.