The document discusses a webinar on evolving intelligence organizations for maximum success. It provides biographies of the speakers, Melanie Prudom and Derek Johnson. It outlines the objectives of exploring alternative organizational structures for intelligence functions and discussing experiences. Key drivers that influence intelligence structure are also outlined, including primary stakeholders, objectives, methodology, and metrics. Finally, it summarizes pros and cons of different intelligence organization models like the intelligence department model, hub and spoke model, and intelligence community model.
How to Challenge Assumptions and Surface Hidden Advantages Using a Cross-Func...IntelCollab.com
Securing a sustainable competitive advantage is typically the stated aim of most organizations, yet why is it so difficult to achieve?
For many firms, enjoying an intermittent period of competitive advantage would be heaven; sustainable is out of the question. The most unique source of competitive advantage nearly always comes from within. It is almost a “Zen moment” when your leadership realizes just how much valuable insight resides within the various elements of the firm if only you could find a way of integrating it. Unique information, tailored to your competitive landscape and appropriate to your business model is lying undiscovered. So how do you find this valuable insight? This presentation outlines how a firm can organize its efforts around a cross-functional insight team and presents a case illustration of one organization which has successfully derived both intangible and tangible results from so doing.
Dr. Sheila Wright is Director of Strategic Partnerships Ltd. Since its inception in 1989, executive education, competitive intelligence, competitive analysis and business development projects have been undertaken in UK, USA, Germany, Italy, France, S. Africa, Spain and UAE. Sheila has managed projects for the World Bank, United Nations Industrial Development Organization, Food & Agriculture Organization and UK Government Ministries. Sheila’s interests lie in securing improved competitive performance and decision making in firms, an area in which her publications have been widely cited. She achieved an MBA from the University of Warwick, and a PhD in Competitive Intelligence & Insight Management. Dr. Wright will present 30 minutes of thought-provoking ideas on how you, too, can utilize a cross-functional team to deliver a competitive advantage, and will be joined by webinar moderator Dr. Craig S. Fleisher, Chief Learning Officer for Aurora WDC.
Intelcollab webinar on how to craft better management presentations, especially market and competitive intelligence or critical business events and trends.
Innovate Vancouver: Strategic Innovation Planning & Learning Management Fram...Innovate Vancouver
The attached presentation provides a high level overview of the strategic innovation, technology, and planning framework.
Questions can be sent to:
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
https://innovatevancouver.org
With thousands of vendors in the marketplace, organizations are overwhelmed with choices around building their marketing technology stack. By evaluating tool choices according to a customer experience maturity model and aligning the results of that evaluation with the customer journey, organizations can make more intelligent choices around process gaps and acquire appropriate technologies to fill those gaps by relying on thoughtful analysis and fitness to purpose rather than being hijacked by slick vendor demonstrations. Using hands-on exercises, Seth Earley and Steve Walker will guide participants through the steps to understanding customer lifecycles and aligning stages with classes of technology in order to improve engagement. Attendees will leave with an approach for developing their own marketing technology blueprint.
Learn how to navigate the complexities of a global SuccessFactors rollout. Get tips for utilizing a multi-step approach for your global rollout to ensure your unique organizational goals have been met, and explore:
- Methods to execute a transition strategy that focuses on meeting the organization's most relevant goals
- How a Strategic Advisory Board can help ensure long-term cross organizational consistency and support, by not only guiding your vision, but also monitoring and managing it
- How to create a governance structure for long-term success
- Tips to leverage product pilots to evaluate technical functionality and the user experience
People are biased to look for simple and immediate solutions that reduce uncertainty, especially during times of crises.
No surprise then that digital transformation efforts driven by business survival look different from those that are carefully planned and prepared. Instead of a North Star that hovers in the distance above all digital initiatives, the overarching question becomes:
How can we leverage digital technologies to ensure business continuity now?
The success of implementing technology and dealing business changes across the enterprise has never been more critical to a company’s market relevance, financial growth and employee productivity. As companies grow in either size, service and product offerings or complexity, the increased demand to deliver consistent high quality support becomes more and more challenging. Knowledge Management (KM) has the power to transform the way services are delivered and experienced by both the valued customer and the productive employee as business is conducted on a daily basis. Organizations continuing to struggle with measuring sustainable business benefits from implementing technology and business change will benefit greatly from the industry lessons learned from successful KM implementations. Peter McGarahan, a support industry analyst and expert, will share his experiences and thought leadership on successfully implementing KM to support and enable technology and business change across the enterprise. Peter will provide lessons learned and recommended practices from his Service Delivery and Knowledge Management (KM) consulting experience that will change your perspective on how to do Knowledge right! Attendees will gain valuable insights into the following aspects of the topic:
• How Service leaders can best position and leverage knowledge for any technology and business change
• How to best approach planning for your next enterprise technology and business rollout with the end-result in mind
• Assessing your organizational maturity, identifying and addressing the gaps in performance to deliver a consistently better customer experience for customers and employees
• Introducing Knowledge-Centered Support (KCS) best practices into your service and support environment to address resolving issues, answering questions and fulfilling requests
Building a 360 Degree View of Your Customers on BICSPerficient, Inc.
Why there is a need for Customer 360 and what the proposed cloud based solution is. We cover the stages of strategic marketing and how Oracle BI can help.
Introduction to Competitive Intelligence PortalsComintelli
The number of companies that are successfully deploying various kinds of Competitive Intelligence (CI) portal solutions are constantly growing. The phrases CI portals, Intelligence systems, CI tools, MI portals are heard everywhere, but what do they really mean? And why should you really care?
Similar to How to Evolve Intelligence Organizations for Maximum Success (20)
How Energy & Utilities Must Adopt Intelligence Best Practices to Compete Agai...IntelCollab.com
How Energy & Utilities Must Adopt Intelligence Best Practices to Compete Against Disruptive Developments. This episode of the IntelCollab webinar series aired on May 25, 2016.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[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
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s Dholera
How to Evolve Intelligence Organizations for Maximum Success
1. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
How to Evolve Intelligence
Organizations for Maximum Success
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 6 January 2016
~ featuring ~
Melanie Prudom Derek Johnson
2. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Melanie Prudom
Melanie Prudom joined DuPont in 2011 as Intelligence Practice Leader after a
decade in pharma/biotech. She was initially responsible for establishing a
global Intelligence Center of Excellence (COE) within Corporate Marketing &
Sales. The COE’s goal was to establish and advocate use of best practices,
methodologies, processes and tools for the generation and communication of
market, customer and competitive insight generation by internal, external,
direct and networked market research professionals and their vendor partners.
For the past 18 months Melanie provided global B2B intelligence support to
DuPont’s Advanced Materials Pillar strategy initiatives and Electronics &
Communications (E&C) business unit and business segments for existing
brands/products, new product / growth R&D initiatives and M&A. She is
currently seeking a new opportunity due to the impending DuPont/Dow
merger.
Email: melprudom@verizon.net
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-
world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!
3. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
α Use the Questions pane on your
GoToWebinar control panel and all questions
will be answered in the second half of the
hour.
α You are welcome to tweet any comments on
Twitter where we are monitoring the
hashtag #IntelCollab or eavesdrop via
http://tweetchat.com/room/IntelCollab
α Slides will be available after the webinar for
embedding and sharing via
http://slideshare.net/IntelCollab
α To view the recording and download the PPT
file, please register for a trial membership at
http://IntelCollab.com.
Questions, Commentary & Content
5. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Objectives:
o Key drivers, issues, considerations for structuring Intelligence organizations for
evolutionary success
o Alternative organizational structures with pros/cons
o Group discussion including sharing of personal experiences
• Why should you care how your company’s Intelligence function is structured?
o You’re hired (or looking to be) into it
o You’re functioning in it (or despite of it)
o You’re in (or aspiring to) a position to change it
o It’s affecting your career path
Organizing for Intelligence Evolutionary Success
6. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Primary
Stakeholders
Primary
Focus of
Objective
Approach and
Methodology
Metrics
WHO WHERE WHAT
HOW HOW
Key Drivers/Issues for Evolutionary
Intelligence Success
7. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Primary Stakeholders
• Who will define/prioritize the KITs/KIQs and Own the Resulting Action?
• Corporate senior leadership
• Business unit leadership
• Existing product / brand owners
• R&D and/or new product developers
• Global, regional or country level colleagues
• Others?
• This factor most likely to influence intelligence unit resource levels and geographical location
(Where)
Key Drivers/Issues for Evolutionary
Intelligence Success
8. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Primary Focus or Objective
• What business needs will drive the Key Intelligence Topics/Questions?
• Corporate, business unit or brand level strategy
• M&A
• Innovation / R&D / New Product Development
• Marketing / Product Line / Brand
• Sales, Manufacturing or other Tactical Support
• Others?
Key Drivers/Issues for Evolutionary
Intelligence Success
9. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Approach and Methodology
• How will the Intelligence unit address Key Intelligence Topics/Questions?
• Systematic, process and mind set
• Clearly defined deliverables and outputs (can be ad-hoc, one time or on-going
monitoring/tracking)
• Resources (time, effort, people, data/info, budget)
• Interaction with other people and processes
• In-source vs. out-source
Key Drivers/Issues for Evolutionary
Intelligence Success
10. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Metrics
• How will Intelligence unit create value and measure success?
• Recommended and taken actions with measurable strategic or operational impact
relevant to primary focus
• Feedback from primary stakeholders
• Quality and timeliness of data collection
• Quality and timeliness of key deliverables and output
• Must be resourced sufficiently (people, data, vendors, etc.)
• Internal metrics & Key Process Indicators (KPI)
• ROI
Key Drivers/Issues for Evolutionary
Intelligence Success
11. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Evolutionary Intelligence Success:
Resource and Budget Considerations
• Personnel and supervision
• Data/ information services, sources, subscriptions, etc.
• Data/information management system and IT support
• External collection, networks and vendors
• Analytical support
• Intelligence advice and counsel
• Travel and administrative costs
• Professional development and training
• Special operations or projects
12. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Evolutionary Intelligence Success:
Generalized View on Structure
• Centralized
o Presume strategic needs dominate
o Report to senior corporate officer who defines/refines intelligence
priorities, requirements and provides resources
o Rely on input from across company
o Deliver forward-looking analyses
• Decentralized
o Uses multiple staff across the company
o Serves operational requirements, rarely senior management
o May or may not have corporate staff to coordinate activities and
provide strategic products derived from operational findings
13. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Hybrid
o Uses aspects of both centralized and decentralized
o Multiple intelligence units where needed
o Executive needs dominate yet ad hoc, operational needs also met
o Uses consistent methods for collection and analysis
• Networked
o Utilizes internal Subject Matter Experts (SMEs) on project and on-going
basis
o Benefit from on-going communication via intelligence software
solutions
o Hub is usually intelligence analyst or manager
o Nodes include intelligence champions on priority issues
Evolutionary Intelligence Success:
Generalized View on Structure
14. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Formal, Disciplined:
Intelligence Department Model
Pros Cons
• Designed primarily for mid to
large size companies with
multi-divisional, multi-
national scope
• As demand grows, must
manage user expectations
• Highly visible, full service
capability
• In and out of scope tasks
must be clearly defined
• Provides permanence,
stability and formality to
function with senior
management endorsement
• If staff / budget grow, may be
perceived as over-funded
• Creates central knowledge
base
• Questions of value add may
arise
• Creates several position
levels for staff development
and growth
• High visibility can cultivate
an arrogant attitude among
staff
• All elements of operation housed within single
department
• Most likely self-funded with budget for internal
and external resources and support
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
15. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Formal, Disciplined:
Hub and Spoke Model
Pros Cons
• Supports centrally purchased
services
• Difficult to coordinate
priorities
• Leverage collection networks
across company
• Demand can exceed supply
• Allows for localized staff and
budgets who can benefit from
global purchasing power
• KITs may become a moving
target due to changing client
goals and reassignment/
reorganization
• Provides good early warning
capability
• Appears most commonly in major global firms
with mature CI functions, many operational
divisions and broad geography
• Facilitates cooperation but can’t require it
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
16. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Formal, Disciplined:
Intelligence Community Model
Pros Cons
• Central unit can focus on
corporate needs, info
services/systems
• Creates a highly visible, large
budget
• Business units still have local
collection and analysis capability
for own needs
• Unless provides value to
businesses, central unit can
be subject to budget cuts.
Value add bar is high.
• Combine to create a community
that shares best practices
• Corporate group can closely
identify with management
and develop elitist attitude
• Creates a strong intelligence
culture
• Provides for a training /
development role
• Full service structure : corporate + business
units + functional departments
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right
Competitive Intelligence Model,” SCIP Competitive Intelligence magazine, Vol. 15, No. 1. Jan/Mar
2012, p22-36.
17. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Cost Conscious, Conservative:
Business Intelligence Center Model
Pros Cons
• Can serve needs of executive
and BU management,
resulting in best offense and
defense
• Requires 3-5 people in
collection and analytic roles +
director
• Best model for early warning • Multiple simultaneous
projects makes director’s job
more complex
• More functional for larger,
more complex companies
• Juggling strategic / tactical
demands from different units
can decrease client
satisfaction
• Because CI professionals are
supported by SMEs in units,
more effective and efficient
• Develops pool of candidates
for future openings
• Employs clearinghouse with multiple sources of
intelligence
• Secondary source support from library or info
pro dedicated to Center
Source: Based on seminar work done by Clifford Kalb and Jan Herring,
“Selecting the Right Competitive Intelligence Model,” SCIP Competitive
Intelligence magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
18. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Cost Conscious, Conservative:
Intelligence Matrix Model
Pros Cons
• Creates strong cross-company
networks and community
• May be too fragmented to
produce effective integrated
intelligence
• Supports both senior
management and functional
needs
• Early warning must be closely
managed by central unit or will
fall between cracks. Needs
formal structure and
organization to deliver regular
reports.
• Works well in de-centralized
companies
• Personnel in isolated units may
not get the big picture
• Separate groups link together
when project calls for both
strategic and tactical support
• Appears in large multinational corporations
where corporate design is matrixed
• Each group operates more independently
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
19. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Cost Conscious, Conservative:
Basic Intelligence System Model: 2 Intelligence Professionals + Library
Pros Cons
• Begins process for growing
intelligence expertise
• Likely to be personnel and budget
scarcity, limiting total number or
quantity of simultaneous projects
• Potential for institutionalizing
CI process
• Generally thin resources so
demand may exceed supply
• Good for small companies or
BUs in larger companies
• Employs 2 full time intelligence pros who depend
on a library
• Address KITs via secondary sources first then
human source collector expands the search.
• Results reported to client or given to analyst who
combines the findings and delivers a report to
senior management, other decision makers
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
20. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Lone Eagle:
Single Person Model
Pros Cons
Single person acts as director
through all steps of process with
internal / external assistance
Can only handle limited number of
projects
Weak on early warning
Does not institutionalize
intelligence knowledge well
Director may be viewed as a
developmental role, leading to
high turnover and lack of stability
• Only works if person reports to top management
to focus on highest priority KITS and operate
under their authority
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
21. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Ad-Hoc Team Model
Pros Cons
Usually produces good analytical
results and pragmatic
recommendations
Often lacks ability to produce
insights or early warning
Time effective use of resources May lose its intelligence focus
Works well in small organizations or
business units
No means to create institutional
memory
No central repository for
outcomes
• Simplest of all models
• May not believe need a full time intelligence
function but do occasionally need well prepared
intelligence for strategic planning or key decision
making
• Ad-hoc team assembled for studying specific
issue or proving value of intelligence function
• Skills reside in team members, not an individual
Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence
magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.
22. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Evolutionary Intelligence Success:
Organizational Alternatives
• Formal and Disciplined Cultures
o Intelligence Department (Wyeth)
o Hub & Spoke Model (DuPont)
o Corporate Intelligence Community
• Cost Conscious and Conservative Management
o Intelligence Center (DuPont)
o Matrix Organization (Pfizer)
o Basics: Two Minds and a Library
• Intelligence Single Person (aka Lone Eagle or Jack of All
Trades) (DuPont)
23. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Evolutionary Intelligence Success:
Lessons Learned from Organizational
Alternatives
• Wyeth
o Successful, long term intelligence efforts morph over time as organizational
structure changes but never lose sight of best practices
o Be flexible and willing to learn new skills and disciplines. You’ll be more
well rounded and more marketable.
• Pfizer
o Competitive intelligence developed within a function can be limited by that
function.
• DuPont
o Multiple structures can easily exist within one decentralized company.
o Culture can prevent centralization.
24. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
• Key issues and drivers for organizational success include:
o Primary focus
o Primary stakeholders
o Intelligence methodology / approach
o Metrics
• Multiple models of organizing co-exist. No right or wrong only what fits
best at particular time.
• Effective organizations morph over time in order to survive.
• Bear issues/drivers in mind as you strive to achieve greater evolutionary
intelligence success within the structure of your companies. Or mature
and advance your career.
Evolutionary Intelligence Success:
Summary and Key Takeaways
25. The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
Powered by
Thank you!
Now how about a little Q&A?
Email:melprudom@verizon.net
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-
world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!