The document discusses two key factors for effective intelligence - the disconnect between intelligence and policymakers, and how intelligence products are packaged and delivered. It argues that without strong relationships and mutual understanding between intelligence analysts and decision-makers, intelligence collection and analysis is irrelevant. It also stresses that intelligence products must be tailored to individual decision-makers' preferences and needs in order to be influential.
Stop Blaming The Software - Corporate Profiling for IT Project SuccessITPSB Pty Ltd
This document summarizes a book about increasing the likelihood of IT project success through organizational profiling before implementation. It discusses how senior executives often contribute to project failures by not adequately planning or defining requirements upfront. The book introduces the concept of using insight, foresight, and learning from past experiences (hindsight) to profile an organization's objectives and needs to improve future project outcomes. Vendors and project managers are usually not to blame when failures occur due to lack of proper planning and preparation within the organization itself.
This document provides a summary of a book that discusses how to increase the likelihood of IT project success through a process called "Corporate Profiling". The book argues that many IT project failures are due to lack of planning and insight within organizations before projects begin. It introduces Corporate Profiling as a way to provide visibility into an organization's needs and requirements. The summary highlights how Corporate Profiling involves unbundling an organization to understand its components, processes, and stakeholders to properly identify project requirements and set the project up for success.
AIE- A New Method for Quantifying IT ValueJody Keyser
Applied Information Economics (AIE) is a new methodology for quantifying the value of IT investments using techniques from economics, statistics, and other fields. It provides a rigorous, quantitative approach to estimating costs and benefits using probability distributions rather than single point estimates. This allows for a more accurate assessment of risk. AIE treats the set of IT investments as an investment portfolio and evaluates investments based on their risk-return profile. It provides a standardized, objective process for evaluating IT investments based on formal economic theory, unlike traditional cost-benefit analysis or weighted scoring methods.
1. Competitive intelligence is highly specific and timely information about a corporation that has been analyzed to the point of making decisions.
2. Competitive intelligence is a tool that provides early warnings about threats and opportunities to alert management.
3. Competitive intelligence involves gathering information from a variety of primary and secondary sources.
The four horsemen of IT project doom -- kappelmanLeon Kappelman
Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.
The Value of Business Intelligence In Construction Industrykelvinlane
Damnish Kumar, CTO at HyTech Professionals , leads technology initiatives for a wide variety of clients in the US, the UK, Japan, Germany and Sweden. He brings to HyTech his technological expertise in n-tier architecture and distributed database applications and a special affinity for industrial environments.
Digital Fuel- Achieving IT cost visibility-Id gresearch cio_study_1009yisbat
The document discusses the challenges organizations face in achieving visibility into their IT costs. It found that while having detailed cost visibility is important, over half of respondents were less than satisfied with their current level of visibility. The biggest challenges are a lack of an explicitly defined IT cost model and difficulties obtaining detailed cost breakdowns and mapping costs to specific services. Achieving true cost visibility requires new processes and tools to capture both direct and indirect costs associated with delivering various IT services.
Senior executives often lack full visibility across the project portfolio due to issues with culture and information quality. Operations teams are hesitant to report problems early due to fears of additional oversight. As a result, executives only receive optimistic headlines that focus on milestones and budgets rather than quality of delivery. To improve visibility, organizations need to change culture to encourage candor, analyze opportunities beyond risks, ensure clarity on suppliers and contractors, and implement impartial project assurance. Visibility can transform the portfolio from a risk collection to a strategic asset.
Stop Blaming The Software - Corporate Profiling for IT Project SuccessITPSB Pty Ltd
This document summarizes a book about increasing the likelihood of IT project success through organizational profiling before implementation. It discusses how senior executives often contribute to project failures by not adequately planning or defining requirements upfront. The book introduces the concept of using insight, foresight, and learning from past experiences (hindsight) to profile an organization's objectives and needs to improve future project outcomes. Vendors and project managers are usually not to blame when failures occur due to lack of proper planning and preparation within the organization itself.
This document provides a summary of a book that discusses how to increase the likelihood of IT project success through a process called "Corporate Profiling". The book argues that many IT project failures are due to lack of planning and insight within organizations before projects begin. It introduces Corporate Profiling as a way to provide visibility into an organization's needs and requirements. The summary highlights how Corporate Profiling involves unbundling an organization to understand its components, processes, and stakeholders to properly identify project requirements and set the project up for success.
AIE- A New Method for Quantifying IT ValueJody Keyser
Applied Information Economics (AIE) is a new methodology for quantifying the value of IT investments using techniques from economics, statistics, and other fields. It provides a rigorous, quantitative approach to estimating costs and benefits using probability distributions rather than single point estimates. This allows for a more accurate assessment of risk. AIE treats the set of IT investments as an investment portfolio and evaluates investments based on their risk-return profile. It provides a standardized, objective process for evaluating IT investments based on formal economic theory, unlike traditional cost-benefit analysis or weighted scoring methods.
1. Competitive intelligence is highly specific and timely information about a corporation that has been analyzed to the point of making decisions.
2. Competitive intelligence is a tool that provides early warnings about threats and opportunities to alert management.
3. Competitive intelligence involves gathering information from a variety of primary and secondary sources.
The four horsemen of IT project doom -- kappelmanLeon Kappelman
Based on a in-depth study, this short paper explains how to spot and what to do about the early warning signs of IT project failure and the four horseman of IT project doom. IT project failure is not a technology problem, it's a management problem rooted in people and process weaknesses. Anyone with eyes can see these early warning signs.
The Value of Business Intelligence In Construction Industrykelvinlane
Damnish Kumar, CTO at HyTech Professionals , leads technology initiatives for a wide variety of clients in the US, the UK, Japan, Germany and Sweden. He brings to HyTech his technological expertise in n-tier architecture and distributed database applications and a special affinity for industrial environments.
Digital Fuel- Achieving IT cost visibility-Id gresearch cio_study_1009yisbat
The document discusses the challenges organizations face in achieving visibility into their IT costs. It found that while having detailed cost visibility is important, over half of respondents were less than satisfied with their current level of visibility. The biggest challenges are a lack of an explicitly defined IT cost model and difficulties obtaining detailed cost breakdowns and mapping costs to specific services. Achieving true cost visibility requires new processes and tools to capture both direct and indirect costs associated with delivering various IT services.
Senior executives often lack full visibility across the project portfolio due to issues with culture and information quality. Operations teams are hesitant to report problems early due to fears of additional oversight. As a result, executives only receive optimistic headlines that focus on milestones and budgets rather than quality of delivery. To improve visibility, organizations need to change culture to encourage candor, analyze opportunities beyond risks, ensure clarity on suppliers and contractors, and implement impartial project assurance. Visibility can transform the portfolio from a risk collection to a strategic asset.
IT Optimization: Navigation Fiscal AusterityOmar Toor
The Federal Government faces a situation similar to that of the private sector in the early 2000s. Many corporations experienced rapid growth in the late 1990s. Companies spent tens of millions of dollars on ERP, CRM, and other enterprise IT systems. As the below graphic illustrates, large enterprise systems grew corporate expense budgets at an unprecedented rate in the form of support, maintenance, enhancement, operations, and amortization. The late 1990’s technology and dot com busts, multiple downturns, and a recession caused industry to change their spending habits and drive cost out of their baseline. Some succeeded, many failed, and a few went bankrupt.
The question is whether Federal COOs, CFOs, and CIOs will wait for OMB to levy cuts on them or whether Federal executives will act to address the systemic drivers of IT expense so they are ready to respond to the inevitable round of forthcoming budget cuts. In the words of George Bernard Shaw, “The possibilities are numerous once we decide to act and not react.” Acting now could protect agency missions and even redirect additional funds to critical needs. If CFOs and CIOs wait for the inevitable budget mandate, it will be too late to identify waste - and the only thing left to cut will be investment dollars.
www.pwc.com/publicsector
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
The Complex Truth About the Business Technology Decision Making ProcessSAP
The document summarizes research on how influence networks affect the success of major technology purchasing decisions. The research found:
1) Successful decisions had a strong relationship between the IT Director and IT Manager roles, supported by business executives. Unsuccessful decisions lacked coordination between these roles.
2) Input from industry peers and former colleagues supported successful decisions, while heavy reliance on vendors, especially sales executives, led to mixed or unsuccessful outcomes.
3) Unbalanced involvement of IT Technical Support roles correlated with unsuccessful decisions. Defining clear decision-making roles helps ensure appropriate expertise is used.
This document discusses how standardization can help financial institutions become leaner, smarter, and more competitive. It outlines an 8-point strategy for standardizing business processes, consolidating applications and information, and simplifying infrastructure. This allows companies to free up capital spent on costly infrastructure and redirect it towards strategic initiatives. Standardization improves information sharing, flexibility, lowers risks, and reduces costs by eliminating redundant systems and fragmented data from acquisitions and decentralized decision making over time. The benefits of standardization include better competitive positioning, improved productivity, and a foundation for future growth.
This document discusses outsourcing contact center environments and the options to consider. It explains that outsourcing can involve outsourcing people, technology, or both. Outsourcing only the technology infrastructure can lower costs while keeping workgroups in-house, but may cause integration issues. Outsourcing only agents lowers risks around data security but customer handling may differ. The document provides questions to evaluate different outsourcing scenarios and considerations for transitioning to an outsourcing model.
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
Advancing Return on Investment Analysis for Government IT: A Public Value Fra...FindWhitePapers
Review the analysis of government IT investment, from broad levels to specific methods that document public value, which can be tailored to particular investment decisions. The scope applies to simple Web sites and government-wide information systems and architectures.
Banks are increasingly devoting large resources to compliance which is hurting innovation and the customer experience. Compliance departments are growing while other areas are constrained, and the product approval process has become lengthy and cumbersome. Senior management is often afraid to push back on compliance for fear of regulatory issues. Banks need to rigorously question new compliance requirements and priorities to balance compliance needs with serving customers.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
The white paper discusses five principles for designing global IT infrastructure to support distributed enterprises:
1) Distance doesn't matter - employees expect to collaborate in real-time regardless of location.
2) Applications and data must be available everywhere through consolidation but also decentralized access.
3) Knowledge and data must be easily shared and managed across the enterprise.
4) Business operations must be continuous and resilient to failures or disruptions.
5) All employees, regardless of location, require equal access to applications and resources.
WAN optimization solutions are described as the means to tie together distributed infrastructure by providing LAN-like application performance anywhere through acceleration and scaling capabilities for mobile users, branch offices,
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
The document discusses the limitations of technology in risk management based on past failures, such as the financial crisis. While technology plays an important role in areas like data collection, analysis, and monitoring, it cannot replace human judgment and challenge. Risk models can be wrong or lead to a false sense of security if people rely on them without questioning the assumptions. The key is using technology as a tool alongside qualitative risk assessment to improve decision-making.
IT Project Success through Corporate ProfilingITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different categories and layers, profiling core processes, and examining external factors to assess drivers for new IT systems and ensure success.
How Can IT Fix the Problems of Stupid Organizations?Richard Veryard
This document discusses organizational intelligence and the role of IT in improving it. It defines organizational intelligence as a organization's ability to understand its environment, learn from mistakes, innovate, and make high-quality decisions. Intelligent organizations can detect weak signals, respond coherently to crises, and learn collectively. IT can improve organizational intelligence by enabling capabilities like sense-making, decision-making, knowledge management, learning, and collaboration. The document argues IT should focus on supporting exploration and experimentation, not just standard reporting, to help organizations continuously improve.
How to leverage a new, comprehensive CIO strategic framework that is an extension of CTO Blumenthal\'s successful implementation of User- Centric EA at the Coast Guard and the Secret Service.
This document provides background information on Omega Insurance Company and describes how their initial intranet, OmegaNet 1.0, grew in an uncontrolled way without clear business justification or centralized management. This led to a chaotic proliferation of websites within OmegaNet 1.0. The Ecommerce department was tasked with addressing this issue and developing a new intranet strategy. They identified two key business problems - the disorganized state of OmegaNet 1.0 and underwriters' lack of an institutional memory - and created a prototype information sharing tool to help solve these problems in a way that could eventually support broader knowledge management goals.
Using intelligence to beat the competition wbs journalDouglas Bernhardt
1) Intelligence is crucial for businesses to beat the competition in today's changing world. Past business models and strategies are often no longer effective.
2) Competitive intelligence, if integrated into a company's culture and processes, can significantly increase the chances of competitive success by enhancing decision making. It provides insights into competitors, customers, suppliers and other factors.
3) Unfortunately, many executives ignore evidence, trends and analysis that don't match their views. This can lead companies to be surprised by predictable events like changes in the competitive landscape. Intelligence is needed to avoid such failures.
This document discusses lessons that businesses can learn from the recent revolutions in North Africa and the Middle East. It argues that business leaders should anticipate "predictable surprises" like these uprisings by overhauling how they think about and formulate strategy. Rather than relying only on stability and control, businesses need to embrace change, experimentation, and creativity to stay competitive. The document cautions that if companies do not drive revolutionary changes themselves, competitors or new startups are more likely to disrupt their industries.
Strategic intelligence represents the "intelligence necessary to create and implement a strategy, typically a grand strategy, whether at the corporate, divisional, or business unit level." It illuminates the road ahead for executives and helps reduce uncertainty in decision making. However, few companies generate intelligence estimates to support strategy creation on par with National Intelligence Estimates produced for policymakers. The global recession highlighted the failure of companies to understand threats and opportunities based on evidence and impartial analysis. Regular dialogue with intelligence staff can help executives respond better to changing conditions.
Innovate to give your organisation the competitive edgeDouglas Bernhardt
The document discusses the importance of innovation and competitiveness for organizations and countries. It argues that companies and nations that do not innovate will fall behind, so embracing new ideas and ever-changing technology is imperative. It also notes that national and corporate competitiveness reports are now published annually, evaluating countries and economies on factors like education, infrastructure, technology readiness and innovation. Therefore, organizations must focus on improving these areas to stay competitive.
IT Optimization: Navigation Fiscal AusterityOmar Toor
The Federal Government faces a situation similar to that of the private sector in the early 2000s. Many corporations experienced rapid growth in the late 1990s. Companies spent tens of millions of dollars on ERP, CRM, and other enterprise IT systems. As the below graphic illustrates, large enterprise systems grew corporate expense budgets at an unprecedented rate in the form of support, maintenance, enhancement, operations, and amortization. The late 1990’s technology and dot com busts, multiple downturns, and a recession caused industry to change their spending habits and drive cost out of their baseline. Some succeeded, many failed, and a few went bankrupt.
The question is whether Federal COOs, CFOs, and CIOs will wait for OMB to levy cuts on them or whether Federal executives will act to address the systemic drivers of IT expense so they are ready to respond to the inevitable round of forthcoming budget cuts. In the words of George Bernard Shaw, “The possibilities are numerous once we decide to act and not react.” Acting now could protect agency missions and even redirect additional funds to critical needs. If CFOs and CIOs wait for the inevitable budget mandate, it will be too late to identify waste - and the only thing left to cut will be investment dollars.
www.pwc.com/publicsector
Influence, Power, Integrity and your career in IT
Creating an effective and respected personal leadership brand
Masterclass held at the ACS Youth in IT conference 2014 (Asia Pacific)
The Complex Truth About the Business Technology Decision Making ProcessSAP
The document summarizes research on how influence networks affect the success of major technology purchasing decisions. The research found:
1) Successful decisions had a strong relationship between the IT Director and IT Manager roles, supported by business executives. Unsuccessful decisions lacked coordination between these roles.
2) Input from industry peers and former colleagues supported successful decisions, while heavy reliance on vendors, especially sales executives, led to mixed or unsuccessful outcomes.
3) Unbalanced involvement of IT Technical Support roles correlated with unsuccessful decisions. Defining clear decision-making roles helps ensure appropriate expertise is used.
This document discusses how standardization can help financial institutions become leaner, smarter, and more competitive. It outlines an 8-point strategy for standardizing business processes, consolidating applications and information, and simplifying infrastructure. This allows companies to free up capital spent on costly infrastructure and redirect it towards strategic initiatives. Standardization improves information sharing, flexibility, lowers risks, and reduces costs by eliminating redundant systems and fragmented data from acquisitions and decentralized decision making over time. The benefits of standardization include better competitive positioning, improved productivity, and a foundation for future growth.
This document discusses outsourcing contact center environments and the options to consider. It explains that outsourcing can involve outsourcing people, technology, or both. Outsourcing only the technology infrastructure can lower costs while keeping workgroups in-house, but may cause integration issues. Outsourcing only agents lowers risks around data security but customer handling may differ. The document provides questions to evaluate different outsourcing scenarios and considerations for transitioning to an outsourcing model.
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
Advancing Return on Investment Analysis for Government IT: A Public Value Fra...FindWhitePapers
Review the analysis of government IT investment, from broad levels to specific methods that document public value, which can be tailored to particular investment decisions. The scope applies to simple Web sites and government-wide information systems and architectures.
Banks are increasingly devoting large resources to compliance which is hurting innovation and the customer experience. Compliance departments are growing while other areas are constrained, and the product approval process has become lengthy and cumbersome. Senior management is often afraid to push back on compliance for fear of regulatory issues. Banks need to rigorously question new compliance requirements and priorities to balance compliance needs with serving customers.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
The white paper discusses five principles for designing global IT infrastructure to support distributed enterprises:
1) Distance doesn't matter - employees expect to collaborate in real-time regardless of location.
2) Applications and data must be available everywhere through consolidation but also decentralized access.
3) Knowledge and data must be easily shared and managed across the enterprise.
4) Business operations must be continuous and resilient to failures or disruptions.
5) All employees, regardless of location, require equal access to applications and resources.
WAN optimization solutions are described as the means to tie together distributed infrastructure by providing LAN-like application performance anywhere through acceleration and scaling capabilities for mobile users, branch offices,
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
The document discusses a framework called the CIO Support Services Framework (CSSF) that aims to strengthen the office of the CIO. The CSSF identifies six core components that support a CIO: enterprise architecture, capital planning and investment control, a project management office, customer relationship management, IT security, and business performance management. Together these six areas constitute a fully capable Office of the Chief Information Officer and allow the CIO to strategically direct IT operations rather than focus only on reactive firefighting.
The document discusses the limitations of technology in risk management based on past failures, such as the financial crisis. While technology plays an important role in areas like data collection, analysis, and monitoring, it cannot replace human judgment and challenge. Risk models can be wrong or lead to a false sense of security if people rely on them without questioning the assumptions. The key is using technology as a tool alongside qualitative risk assessment to improve decision-making.
IT Project Success through Corporate ProfilingITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different categories and layers, profiling core processes, and examining external factors to assess drivers for new IT systems and ensure success.
How Can IT Fix the Problems of Stupid Organizations?Richard Veryard
This document discusses organizational intelligence and the role of IT in improving it. It defines organizational intelligence as a organization's ability to understand its environment, learn from mistakes, innovate, and make high-quality decisions. Intelligent organizations can detect weak signals, respond coherently to crises, and learn collectively. IT can improve organizational intelligence by enabling capabilities like sense-making, decision-making, knowledge management, learning, and collaboration. The document argues IT should focus on supporting exploration and experimentation, not just standard reporting, to help organizations continuously improve.
How to leverage a new, comprehensive CIO strategic framework that is an extension of CTO Blumenthal\'s successful implementation of User- Centric EA at the Coast Guard and the Secret Service.
This document provides background information on Omega Insurance Company and describes how their initial intranet, OmegaNet 1.0, grew in an uncontrolled way without clear business justification or centralized management. This led to a chaotic proliferation of websites within OmegaNet 1.0. The Ecommerce department was tasked with addressing this issue and developing a new intranet strategy. They identified two key business problems - the disorganized state of OmegaNet 1.0 and underwriters' lack of an institutional memory - and created a prototype information sharing tool to help solve these problems in a way that could eventually support broader knowledge management goals.
Using intelligence to beat the competition wbs journalDouglas Bernhardt
1) Intelligence is crucial for businesses to beat the competition in today's changing world. Past business models and strategies are often no longer effective.
2) Competitive intelligence, if integrated into a company's culture and processes, can significantly increase the chances of competitive success by enhancing decision making. It provides insights into competitors, customers, suppliers and other factors.
3) Unfortunately, many executives ignore evidence, trends and analysis that don't match their views. This can lead companies to be surprised by predictable events like changes in the competitive landscape. Intelligence is needed to avoid such failures.
This document discusses lessons that businesses can learn from the recent revolutions in North Africa and the Middle East. It argues that business leaders should anticipate "predictable surprises" like these uprisings by overhauling how they think about and formulate strategy. Rather than relying only on stability and control, businesses need to embrace change, experimentation, and creativity to stay competitive. The document cautions that if companies do not drive revolutionary changes themselves, competitors or new startups are more likely to disrupt their industries.
Strategic intelligence represents the "intelligence necessary to create and implement a strategy, typically a grand strategy, whether at the corporate, divisional, or business unit level." It illuminates the road ahead for executives and helps reduce uncertainty in decision making. However, few companies generate intelligence estimates to support strategy creation on par with National Intelligence Estimates produced for policymakers. The global recession highlighted the failure of companies to understand threats and opportunities based on evidence and impartial analysis. Regular dialogue with intelligence staff can help executives respond better to changing conditions.
Innovate to give your organisation the competitive edgeDouglas Bernhardt
The document discusses the importance of innovation and competitiveness for organizations and countries. It argues that companies and nations that do not innovate will fall behind, so embracing new ideas and ever-changing technology is imperative. It also notes that national and corporate competitiveness reports are now published annually, evaluating countries and economies on factors like education, infrastructure, technology readiness and innovation. Therefore, organizations must focus on improving these areas to stay competitive.
Strategic intelligence represents the "intelligence necessary to create and implement a strategy, typically a grand strategy, whether at the corporate, divisional, or business unit level." It illuminates the road ahead for executives and helps reduce uncertainty in decision making. However, few companies generate intelligence estimates to support strategy creation on par with National Intelligence Estimates produced for policymakers. The global recession highlighted the failure of companies to understand threats and opportunities based on strategic intelligence. Regular dialogue with intelligence staff can help executives respond better to changing conditions.
Devil’s Advocate: A Methodology to Improve Competitive IntelligenceDr. Avner Barnea
Creating an influential CI unit, with strong capabilities in analysis. The methodology of Devil’s Advocate can Improve Competitive Intelligence performance
Competitive Intelligence: From being the “eyes and the ears” to becoming “the...Dr. Avner Barnea
Competitive Intelligence:
From being the “eyes and
the ears” to becoming “the
brain” of companies, by Bisson and Barnea, Competitive Intelligence Magazine, Sep. 2018
Does market information, marketing and consumer research have a role in busin...Drthomasbrand Limited
In this presentation, I review the status of information and research within companies, and discuss issues and constraints pertaining to the more effective use of information in business and marketing decision making. These touch upon the way in which research is managed in companies, as well as how it is viewed by the executive. To do it well, requires a mind-set change, even a cultural change in many executive teams and companies. Even the talk of "big data", is meaningless unless the company is receptive to the information and its eco-system is prepared for it.
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407Arik Johnson
Slides from April 6, 2011 keynote speech by Arik Johnson, Founder & Chairman of Aurora WDC and Managing Director of the Center for Organizational Reconnaissance (COR) to the Institute for Competitive Intelligence / ATELIS Conference in Bad Nauheim, Germany
This document discusses frameworks for understanding the hidden competitive intelligence needs of firms. It examines how both internal and external factors can compel a firm to establish a formal competitive intelligence process. Two common approaches for examining intelligence needs - direct questioning of decision-makers and studying a firm's strategy and objectives - are described. However, these may fail to detect needs early due to issues like managerial assumptions and blind spots. The document proposes examining contingency factors like a firm's environment, strategies, and manager traits to better determine when a competitive intelligence program is needed and what type is required.
This document discusses competitive intelligence and provides an overview of the topic. It covers the following key points:
1. The history and evolution of competitive intelligence over the past 30 years due to changes in technology and difficulties justifying large CI departments.
2. An overview of competitive intelligence, defining it as more than just information about competitors and emphasizing its role in developing winning strategies through leveraging knowledge assets.
3. The competitive intelligence process involving planning, collection from internal and external sources, analysis using techniques like SWOT and modeling, and dissemination of insights.
4. Categories of competitive intelligence like market intelligence, competitor intelligence, and customer intelligence.
Collaborative Analytics & Insights: Uniting Strategy with Organizational Inte...Arik Johnson
The document discusses collaborative analytics and insights, specifically how uniting organizational strategy and intelligence can help anticipate industry changes. It notes key business trends like human capital/collaboration, governance/risk oversight, and business model disruption are driving intelligence evolution. Intelligence must engage the entire workforce in collaborative sensing to anticipate changes. The document provides examples of "key intelligence topics" that can be used in interviews with decision-makers to discuss strategic issues, key players, and early warnings. It also discusses wargaming examples and using tools like decision/selection maps to clarify customer needs and assess competitors.
Impact of Social & Digital Media on Legal & Compliance RiskSam Gibbins 紀俊森
This document discusses the impact of social and digital media on compliance and legal risk for businesses. It notes that social media allows quick access to information but not all information is reliable. It has blurred the lines between work and private life, making it important for companies to have clear social media policies. While social media is conversational, information shared is publicly available and permanently recorded, so companies must consider issues like strategy, objectives, responsibility and crisis response. The document cautions that social media risks depend on jurisdiction and culture, so global policies may need local amendments. It emphasizes choosing appropriate staff to handle social media and carefully considering timing of social media campaigns.
When companies struggle, blame is usually placed outside of the organization. And whether the culprits include an economic downturn, unfavorable regulatory actions, or geopolitical challenges, conventional wisdom supports the notion that external disruptions — beyond a company’s control — are most likely to seal its fate.
Keynote by Charles Elkan, Goldman Sachs - Machine Learning in Finance - The P...Sri Ambati
This session was recorded in NYC on October 22nd, 2019 and can be viewed here: https://youtu.be/7h61dxKjhvg
Machine learning in finance—the promise and the peril
This talk will discuss how machine learning (ML) fits into the landscape of quantitative methods used in finance, and draw conclusions about application domains where ML is more promising versus domains where the perils are more acute. The talk will also discuss how to formulate a financial goal as an ML problem, and how to choose between solution approaches.
Bio: Leading projects to apply machine learning and artificial intelligence across the firm. Evaluating opportunities to work with other organizations and consulting with clients.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
This newsletter provides updates on performance, governance, risk and compliance issues. It discusses the importance of innovation but also managing the risks of innovation. It outlines 5 rules for managing innovation risk: 1) Understand customer needs, 2) Develop a risk/return model, 3) Recognize model limitations, 4) Expect unknowns, 5) Consider infrastructure needs. It also discusses emerging strategic risks around people and culture enabling resilience against disruptors.
Palestra sobre conceitos Big data no evento IDETI em SP. Aborda o que é Big data, debate alguns beneficios e desafios. Debate também o papel do CDO- Chief Data Officer.
How artificial intelligence (ai) write the personalized communications of fin...IJARIIT
Artificial intelligence can be used to automatically write personalized financial reports in a responsible way that combines elements of trust and respect. AI systems could analyze vast amounts of financial data to understand customer preferences and behaviors in order to generate customized reports. However, human wisdom and oversight would still be needed to ensure AI applications avoid potential ethical issues and unintended consequences. Overall, AI shows promise for automating financial communications if developed and applied carefully and for the benefit of both businesses and consumers.
What are the key characteristics that constitute good
leadership, and how might today’s security professionals
nurture and develop such traits in a business landscape
wherein pressures are mounting to cut costs and the
‘globalisation’ of internal services is very much on the radar?
Peter French outlines why security directors must
demonstrably champion their cause at every opportunity.
Similar to Intelligence Report: What Works, What Doesn't and How to Fix It (20)
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).
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In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.