This document discusses the role of librarians in competitive intelligence (CI) and the skills needed to be effective CI practitioners. It outlines the CI process and compares the library information science (LIS) approach to CI with the traditional business approach. The LIS approach emphasizes information gathering and dissemination over planning and analysis. For librarians to truly practice CI, training in business administration is important. Key skills identified for CI work include knowledge of information sources, research methods, technology, disseminating information, connecting people, and analytical and people skills.

1. Putting the “I” in CI: A Librarian’s Introduction to Competitive Intelligence Bianca Lipscomb

2. Methodology Barbara Ferry, Director of Business Research

3. Methodology Comparative Research: CI vs. LIS-CI

4. Competitive Intelligence Definition Not Corporate Espionage By: magandafille By: Thomas Helbig

5. Intelligence Cycle Fuld & Company, 2009 pg. 12

6. Role of Technology Importance of the human element Used mostly in the process of information gathering and dissemination True CI tools facilitate the entire Intelligence Cycle

7. Tools Overview Full Cycle Software Fuld & Company Intelligence Software Report 2008-2009

8. From: http://www.wordle.net/

9. Tools Overview Analysis Oriented Pre-Processing: sorting and extracting relationships Text Mining: summarize, categorize and visualize Analysis Support: dissemination Research by the CLAIR Group at UMich: Detecting multiple facets of an event using graph-based unsupervised methods

10. Critique of LIS approach: Information gathering and dissemination are emphasized over planning and analysis In order for LIS professionals to be true CI operatives they must have training in or exposure to business administration

11. Knowledge Management Competitive Intelligence = Business Intelligence

12. Model of New Librarianship Competitive Intelligence is one of the many ways for the tech and people savvy librarian to proactively affect positive change within their organization By: David King

13. Skills Knowledge of Information Sources and Research Methods Proficient with new technologies Disseminating Information Connecting People and Ideas

14. Skills Q: How can librarianship better incorporate skills development for steps 1-Planning and 4-Analysis? Fuld & Company, 2009 pg. 12

15. Users of CI Library approach to CI expands traditional user base to: All levels of users throughout the organization New environments

16. SLA CI Division Member Profiles Correia, Cynthia Cheng. (January 2008). Members Survey: General Profile [Electronic Version]. Intelligence Insights, vol. 4:1, 4-12. Total of 134 Respondents 43% work in Information Centers 21% work in Business or Consulting Services 12% Pharmaceutical, Biomedical or Health Sciences 10% Law 8% Academic / Higher Education 35.2% spend less than ¼ of their time on CI

17. SLA CI Division Member Profiles cont. 57.14% cite Published Research as main job function 19.84% cite Analysis 7.94% cite human research 26.2% have practiced CI for over 10 years 20.6% 1-3 years 21% support Organizational or Business Strategy with CI 74% started their training in the LIS field

18. Two Crucial Skills for CI: Analytical Skills People Skills

19. In Summary: “ A good word processing program makes it easier to write and make revisions, and catch spelling mistakes: -It does not make you a better writer. -It doesn't affect the quality and content of the reports you write.” -–B. Hohhof

20. SCIP Blog Wordle From: http://www.wordle.net/