How Corporate Culture and Emloyee Engagement Unlock Market Intelligence Potential

How Corporate Culture and
Employee Engagement
Unlock Market Intelligence
Potential
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 5 February 2014
~ featuring ~

Arik Johnson
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab

Derek Johnson

Dr. Craig Fleisher

Michel Bernaiche
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32 Webinars
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Recordings at
IntelCollab.com

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RECONVERGE:G2 Symposia
Minneapolis
April 2013

Indianapolis
October 2013

Austin

April 2014

Chief
Intelligence
Officer


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http://go.aurorawdc.com/austin

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5 of the Most Important Things We’ve Learned
About Culture and CI Over the Last 20+ Years
1. Many companies have been unable to
develop an “intelligence culture”
2. It is difficult building human networks
for CI in business, commercial settings
3. Companies struggle to find the right
balance between human and
technological elements
4. We have missed too many opportunities
to empower human CI capital
5. “Impenetrable” silos, ethics continue to
cause some to stumble


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1. Developing the Intelligence Culture
Symptoms: Few…
1.People know CI exists
2.Employees outside CI
know what CI does
3.People are involved in
our HUMINT networks
4.Projects are done due
to lack of resources
5.Execs realize our value


Helpful Responses:
1.CI@NewHR onboarding
2.Hold internal showcase
events, conference
3.Show people how CI
helps them
4.Develop core comps,
outsource the rest
5.Use assessment proc.

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2. Engaging the Human Intel Networks
Symptoms: Networks are…
1.Unengaged
2.Uneven
3.Unexcited
4.Uncertain
5.Under-appreciated


Helpful Responses:
1.Take WIIFM approach
2.Use sensors, go mobile
3.Deliver needs, not
wants
4.Clear communication
5.Recognition, rewards

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3. Balancing Between the Technological and
Human Elements of CI
Symptoms:
1.Always introducing
new or next solutions
2.Over-automating
3.Assuming standard
internal customers
4.Over-Standardizing
5.Over-Customizing


Helpful Responses:
1.X-compare solutions,
lengthy trial period
2.+ in-person meetings
3.Internal customer need
audits
4.Choice profiles
5.Better taxonomies

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4. Empowering Human Capital for CI
Symptoms:
1.Overwhelmed staff
2.Lack analysis time,
can’t meet deadlines
3.CI as temporary,
dead-end career
4.Identifying capable
staff
5.Rare/no professional
development


Helpful Responses:
1.Automate repetitive
tasks
2.Client needs analysis,
time diaries, KITs/TOR
3.Run as a business, profit
center, brand CI
4.Work with other, strong
internal advisors
5.LinkedIn, IntelCollab,
SCIP, universities

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5. Overcoming Silos, Winning Ethics
Symptoms:
1.CI=only for CI unit, CI
practitioners
2.No one shares info
3.Decisions made blindly
4.Rogue networkers
5.Loose lips sink ships


Helpful Responses:
1.CI in all job descriptions, CI
during onboarding
2.Value the sharing
3.Execs know to request
intel before d/m
4.Ethics code, training
5.Counterintel. training

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Observer

Collaborator

Provocateur

TASKING

What?

Roadmapping 3-Phases of Readiness

COLLECTION

Intel Team Audit

People
&
Culture
Who?

SME Profiling / OSINT

Delphi Interviews with
Key Executive Clients

HUMINT / Willingness
to share/contribute

Enterprise-wide
Recognition of Intel Value
by the Workforce
Market Research Derivative /
Ad-Hoc

Methods
&
Systems

So What?

What?

Asking Better Questions

Client Fitness

Ability to Protect Confidential
IP, Elicitation Across the
Workforce

Intel Community, Internal &
External

Pull-Demand Action

OSINT Self-Service (Email,
Google)

SWOT, Industry, Five Forces,
Competitor Financials Reactive
Benchmarking, Win/Loss,
STEEP, 4Cs - Proactive

Email, Asynchronous

SME Nets, Ad-Hoc
Field HUMINT, Portals
(Intranet/SharePoint)

Systematic / Initiative /
Metrics

Crowdsourcing, Mobile,
SME Nets Formalized

Stick-fetching / Service
Bureau / Responsive

Free Subscriptions, Google
Alerts, SharePoint

Why?

Network Hub,
Hand-Off to Execs

Intranet / Portal

Scenarios & Simulations,
Value Chain & Business
Model - Predictive

Real-Time, Two-Way
Persistent Apps

Reports / Alerts / Profiles

Newsletters, Key Players

Summarized Situational,
Market & Industry Analyses

Events, Issues & Decision
Support

Invited to Decision Forums,
Ability to Tap SME Nets “at
will” with Success

Interactive, Business
Performance Focused,
Drives Problem-Solving

Early Warning, Detection &
Anticipation of Industry
Change

Unstructured Known Needs
Convenient, Limited Clients

Situational Assessment

Mostly Push, Basic Reporting

Market & Industry
Trends (Defensive)

Internal / External Mix of
Some Key SBU’s

Early Warning, Strategic
Issues, Key Players

Push / Pull “Balancing Act”

Scenarios, Futures,
Disruptions (Offensive)

Systematic, Real-time
Problem-Solving,
Enterprise-wide

Balanced Scorecard, and
Other BPM-driven
Applications

Client-Pull, Customized to
Individual Preferences
and Needs

“Consigliere” / G2
Strategic Advisor
Competitor Activity & Plans
(Reactive)

Mission
&
Priorities

DISSEMINATION

Client Definition, PushDemand Generated

Client-Driven / Defined

More Intuitive, KIT &
KIQ-driven

Now What?

Intel Fitness Assessments,
Team Fundamentals &
Training

How?
Products
&
Services

ANALYSIS


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Abductive Reasoning
Abduction is a form of logical inference that goes
from observation to a hypothesis that accounts for
the reliable data (observation) and seeks to
explain relevant evidence. The American
philosopher Charles Sanders Peirce (1839–1914)
first introduced the term as "guessing".
Peirce said that to abduce a hypothetical
explanation A from an observed surprising
circumstance B is to surmise that A may be true
because then B would be a matter of course.
Thus, to abduce A from B involves determining
that A is sufficient (or nearly sufficient), but not
necessary, for B.


Charles Sanders Pierce

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Unsound Strategy, Policy and Decisions are the Product of an Intelligence
Agenda Dictated from Above

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STOCHASM
The difference between what you
think you know and what you
actually know.


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THE BLACK SWAN
The Impact of the
Highly Improbable
The human mind suffers from three ailments as it comes into
contact with history, called the triplet of opacity:
1.the illusion of understanding, or how everyone thinks they
know what is going on in a world that is more complicated (or
random) than they realize;
2.the retrospective distortion, or how we can assess matters
only after the fact, as if they were in a rearview mirror
(history seems clearer and more organized in history books
than in empirical reality); and,
3.the overvaluation of factual information and the handicap
of authoritative or learned people, particularly when they
create categories – or "Platonify."


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U.S. Intelligence Community
Failed to Evolve
Unexpected new threats
from non-traditional enemies
like al Qaeda emerged on the
geopolitical stage in the
vacuum of America's return
to international economic,
political and cultural
hegemony after the end of
the Cold War.

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THE STARFISH & THE SPIDER

The Unstoppable Power of Leaderless
Organizations
Although spiders and starfish may look alike, starfish have a
miraculous quality to them. Cut off the leg of a spider, and you have a
seven-legged creature on your hands; cut off its head and you have a
dead spider. But cut off the arm of a starfish and it will grow a new
one, and the severed arm can grow an entirely new body. Starfish can
achieve this feat because, unlike spiders, they are decentralized;
every major organ is replicated across each arm.
But starfish don’t just exist in the animal kingdom. Starfish
organizations are changing the rules of strategy and competition and
are organized on very different principles than we are used to seeing
in traditional organizations.
Spider organizations are centralized and built around org charts; on
the other hand, Starfish organizations tend to organize around a
shared worldview or ideology.
And the Internet has helped them flourish.


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Competing head-to-head can be cutthroat
especially when markets are flat or growing
slowly.
Managers caught in this kind of competition almost
universally say they dislike it and wish they could find
a better alternative. They often know instinctively
that innovation is the only way they can break free
from the pack. But they simply don’t know where to
begin.
Chan Kim and Renee Mauborgne

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Success Breeds Complacency

“It is a classic conundrum for business
titans: How much money and attention
should be focused on a new, but growing,
operation that is far less profitable than the
core business?”
- Prof. Clayton Christensen, The Innovator's Dilemma


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Disruptive Innovation Theory
Performance

Sustaining Innovations
Better Products Brought to
Established Markets

Difference
Performance
Measure

Low-End Disruptions
Target Overshot Customers with a
Lower Cost Business Model

New-Market Disruption
Compete Against Nonconsumption
Nonconsumers or Nonconsuming Contexts

Time
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Customer Demand & Signals of Change
1.

Non-Market Contexts: External Forces (Government, Economics,
etc.) Increasing or Decreasing Barriers to Innovation

2.

Undershot Consumers: Opportunities for Up-Market Sustaining
Innovations

3.

Overshot Consumers: Opportunities for Low-End Disruption, Shifting
Profits by Specialist Displacements (Modularity) and the Emergence
of Rules

4.

Non-Consumers: Opportunities for New Market Disruptive Growth
Established Companies almost always
Lose to Disruptive Innovators


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INTELLIGENCE + RECONNAISSANCE
Asymmetric Interpretation Depends on Both Decisive & Incisive Sensing & Abduction
by the Entire Workforce

Decisive

Incisive

Frame of Reference is the
Decision

Scanning for Trends, there may be
no Decision made

Compares Options & Outcomes

Historical Patterns & Anomalies

Recommendations & Trust

Implications for the Reader

Top-Down Imposition

Bottom-Up Exposition

Driven by Issues

Driven by Trends

Product is Decision/Action

Product is Observation

Factual & Hypothetical

Emergent & Skeptical

Confidential & Proprietary

Open Source


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Signals
of
Change

Likely Outcome of

Strategic Choices

Competitive

Influencing

Battles

Success

A Reconnaissance Network Engages the Workforce in
Collaborative Sensing to Anticipate and Act on Industry Change

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RECON
Five Simple Rules of Engagement to Transform your
Workforce into a Force to be Reckoned With

RISK
EFFICIENCY
CUSTOMERS
OUTLOOK

The Intelligence Team Must
Leverage the
Reconnaissance Network to
Collaborate on Five Domains
of Business Problem Solving

NOVELTY

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RISK
Ensuring against risk to the core business is critical to making
sure there is time for investments in new growth to start
paying off. Maintaining a positive status quo by protecting the
core is the chief role for managers in every business, with one
caveat: good businesses can often be the foremost enemy of
great businesses.
Cannibalization of a company’s current market share should
not exclude innovative ideas that might be foreign to the
corporate immune system.


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EFFICIENCY
The ruthless cutting away of unnecessary costs in the value
chain is essential for a new market innovation strategy to work.
Create or build up that which is not yet good enough and
diminish or destroy that which is unnecessary.
Most of the unnecessary elements in the incumbent value
chain have long-since outlived their usefulness or were never
very important to customers in the first place.


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CUSTOMERS
Companies become too dependent on their best customers’
input for signals about how they should innovate, but new
forms of competition usually present themselves at the current
consumption market.
The day your customers begin complaining about how
complicated or expensive or difficult your product is, you
should ask, “why was it good enough for them yesterday” and
who has offered an alternative?


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OUTLOOK
Traditional market segmentation based on demographic,
geographic or sociographic data are fleeting at best and illusory
at worst and many decisions have been based on flawed
definitions of the fastest growing markets.
Defining the market by the “jobs” customers wish to
accomplish is more helpful in defining fast growing target
markets. Focus groups are often the worst mechanism of
market testing.


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NOVELTY
Differentiation is mandatory for all organizations to master and
new market or “novel” solutions to customer problems are often
ecosystems of providers working together to produce soughtafter value.
Companies must build a business model designed to test
breakthroughs in the market more regularly but kill off those
that do not work early on, so support and development
resources can be allocated to those that do.


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 Questions or to get involved:





Web: http://IntelCollab.com
Email: RECON@AuroraWDC.com
Phone: +1-800-924-4249
Twitter: @AuroraWDC

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