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Innovation and Building a Next Generation Organisation

Innovation and Building a Next Generation Organisation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

 Businesses large and small can all now access the same technology, manufacturing techniques, processes and materials; meaning traditional forms of competitive... Building a ‘Next Generation Organisation’  boils down to three core attributes – Intelligence, Collaboration and Adaptability. The first challenge for organisations is ‘Intelligence’ and moving away from traditional approaches to data and insight. The second challenge is around ‘Collaboration’ and the re-design of cultures, networks, strategic partnerships and increasing co-creation. And the final challenge ‘Adaptability’ focuses on speeding up the commercialisation of innovation in order to bring bigger ideas to market faster.

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The Cardinal Sins of Innovation Policy

The Cardinal Sins of Innovation Policy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It happens every time there’s a big announcement about a national or regional innovation policy that will lead us into the future: We are presented with schemes to strengthen intellectual property rights, enlarge the pool of risk financing, and upgrade the universities while pushing them to collaborate more with industry. If we are truly lucky, we are told about a new science park to be built just around the corner. There is only one question that is never asked or answered: Why?  Why should a specific place — a region, a city, or even a country — want to have an innovation policy? The aim of innovation policies is to foster the development of technologies that don’t yet exist and whose business models and markets are unknowable.

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An Audio Summary of “Moving Beyond Marketing”

An Audio Summary of “Moving Beyond Marketing” | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The 2014 research report by MIT Sloan Management Review and Deloitte finds that measurement sophistication is finally taking hold in social business. More than 90% of “socially maturing” companies actively measure their social business efforts.
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Working Across Cultures #SLA2014

Working Across Cultures #SLA2014 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

This panel session was full of educational (and in many cases entertaining) stories of mistakes made when working with people from other cultures, and lots of useful information and practical advice for working in different parts of the world. Speakers: Hyoshin Kim (Douglas College), Don Roll (Alacra and SLA Europe President) and Catherine Lavallée-Welch (University of Wisconsin-La Crosse) Moderator: Geraldine Clement-Stoneham. 

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Website Monitoring: 13 Things You Must Track for the Competitor Analysis Report

Website Monitoring: 13 Things You Must Track for the Competitor Analysis Report | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Monitoring specific areas of your competitors’ websites should be part of any company’s on-going competitor analysis and competitor analysis report. Gone are the days of your rival’s updating their content once a month.Luckily, there is affordable software that can handle real-time competitor monitoring leaving your proactive managers and marketers the time to analyze the data, make quick decisions, and ultimately outfox your rivals. Today we’ll look at the 13 most critical parts of your competitors’ websites and why tracking them can make or break your market share.

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Big Data Analytics: 80/20 Rule Isn’t Good Enough

Big Data Analytics: 80/20 Rule Isn’t Good Enough | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Information is nothing if we don’t do something with it. The companies that do invest, implement effective data governance strategies, and leverage the right tools both internal and third-party will be the industry leaders. They won’t settle for the 80/20 rule for driving results from their data. They’ll expect to get results from everything, to save everywhere and enhance the customer experience at all levels. The recent Economist article by Schumpeter points out, this won’t happen by “massive, instant holy grail solutions,” but rather by “lots of small advances.”

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AnalyticsInnovations's curator insight, July 29, 4:06 AM

A different dialect on the fight of segmentation vs. correlation; is it one or the other?

Momentis Systems's curator insight, July 29, 8:56 AM

"If companies don’t cultivate the seeds of their data, they won’t progress in the next five years."


With the rapid growth of everything 'online' from the Cloud to IoT, companies must take measures to understand not only their data but the path their industries are taking. They need to take a stance to understand in the early stages in order to stay afloat in the coming years. If we think that our data is 'big' now, imagine what it will be like in 5 years! 

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The Fundamental Shift in How Competition Is Defined

The Fundamental Shift in How Competition Is Defined | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

VisionMobile released an indepth paper on mobile trends. It is a very elaborate research of 70+ pages, but one of the key findings can be found at the beginning of the research. It’s elaborates on how competition definition is shifting.

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Ellen Naylor's curator insight, July 28, 3:20 PM

When doing win/loss, many focus on product feature differentiation among competitors in their questioning. This is good tactical data to collect. I like the idea expressed here to find out what the customer is trying to get done with your product or service, which good win/loss will uncover. It often uncovers shortcomings in everyone's product or service, great for product developers. 

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Why Data Democracy Is Your Competitors’ Best Tool

Why Data Democracy Is Your Competitors’ Best Tool | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Too often, business analysts, data scientists, and similar power users share their analytic epiphanies with a very short list of peers and management. Operationalizing the outcome of discovery analytics expresses the analytic epiphany in practical terms that many users can understand. Once that happens, the data and its meaning are democratized as they are shared across an enterprise.

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3 Reasons Why Analysts Need a Competitive Intelligence Dashboard

3 Reasons Why Analysts Need a Competitive Intelligence Dashboard | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Imagine driving a car that didn’t warn you when you were low on gas, or if you desperately needed an oil change. Not having these alerts can have major effects, both direct and indirectly.  The longer you ride it out, the more risky the situation can become. Just like a car’s dashboard sends signals, there are certain early warnings competitive intelligence analysts need to drive strategy effectively. It’s not only about monitoring news, press releases, metrics, and other data on competitors, markets, and customers, it’s about the signals needed to make the right turns or shifts in strategy.

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CEOs, Get to Know Your Rivals

CEOs, Get to Know Your Rivals | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In an interview, Cisco CEO John Chambers once remarked on his intimate knowledge of rival CEOs. He claimed that based on this insight he could anticipate their market moves one or even two steps in advance. four different strategies for keeping track of — and out-maneuvering — rivals.

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Pew Research Global Indicators Database

Pew Research Global Indicators Database | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Pew Research Center's Global Attitudes Project conducts public opinion surveys around the world on a broad array of subjects ranging from people's assessments of their own lives to their views about the current state of the world and important issues of the day. Nearly 400,000 interviews in 63 countries have been conducted as part of the project's work.

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Lowe's Tackles the Internet of Things--Starting With Your Pooch

Lowe's Tackles the Internet of Things--Starting With Your Pooch | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Internet of Things at home is just taking shape--but if the latest initiative out of Lowe's is any indication, that shape will soon have four legs, a wagging tail and a lot of fur. The flourishing world of home automation is now expanding to the pet world. With a swipe on your phone, a new smart pet door lets you control your pets' access to your home when you're out. The PetSafe pet door from Lowe's is among a series of new devices that the company introduced this week, all of which can be controlled on one single platform, Iris. With the Iris app installed on your smartphone, you can keep track of your puppy's movement when you are out shopping or working. Together with a collar sensor, the door also allows you to identify your own pet so that a neighbor's cat won't sneak in to steal food.

Bonnie Hohhof's insight:

I want one of these....

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5 Fundamental Truths of Competitive Intelligence Collection and Analysis (podcast)


Episode 69: – During this podcast we cover:

  • Why the written product is forever.
  • How the public segregates success and failure.
  • How to build credibility – the “equity meter” – over time.
  • The level of sophistication of your typical competitive intelligence “customer” in an organization.
  • When product output is “optional.”
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Where Did Discombobulate Come From?

Where Did Discombobulate Come From? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Listen to Lexicon Valley Episode No. 39: LinguaFile I. Mike Vuolo and Bob Garfield discuss the history of the word discombobulate with Wall Street Journal language columnist Ben Zimmer

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Does Your Company Collect Data — Or Hoard It?

Does Your Company Collect Data — Or Hoard It? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The impulse to collect and store all data on the off chance it might be useful is counterproductive.As organizations everywhere increasingly embrace analytics, it is tempting to think that additional data will provide the crucial insight, reveal the overlooked explanation, or crisply discern key solutions within a morass of muddled information. But “more data” is not the answer to every problem.Organizations that add data indiscriminately run the risk of becoming data hoarders instead of data collectors. An analyst working in a large financial services institution offered this useful distinction: “Hoarders store everything and don’t know how to determine what is important. Collectors know exactly what is valuable and prioritize what to keep.”As data storage costs continue to plummet, why not just save everything? Why not be a hoarder? The answer is: hoarding wastes resources and, paradoxically, reduces the usefulness of existing data.

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Using Consumer Insight for Better Strategic Planning

Using Consumer Insight for Better Strategic Planning | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Deep consumer insight is the definite key to taming the long term strategic planning beast & navigating successfully in any sort of competitive environment. The absolute core of strategic planning involves getting to know your customers as intimately as possible, especially what makes their emotional triggers go off and really feeds their deep interests. Building this core revolves around gathering every bit of information and insight you already have on your consumer market and then adding to it as widely as possible in a continuous process of consumer insights culture that your company and team should develop and fully internalize. This process is also called building a consumer information roadmap

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Borderless Competitive Intelligence: Researching international intelligence #SLA2014

Borderless Competitive Intelligence: Researching international intelligence #SLA2014 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


This was a panel session featuring Jonathan Calof (University of Ottawa), Adeline du Toit (University of Pretoria), Scott Leeb (Rockefeller Centre), Annie Joan Olesen (A9 Consulting) and Phani Tej Adidam (University of Nebraska). The session was purely a Q&A between audience members and the panel, so the quality of the content depended very much on what the audience asked!..

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Floridi’s Information Ethics

Floridi’s Information Ethics | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


This is an amended version of a review which will appear in Aslib Journal of Information Management. The book’s arguments are situated in Floridi’s contention that we are living through an ‘informational turn’ or ‘fourth revolution’, following the scientific revolutions of Copernicus, Darwin and Freud. This sees us regarding ourselves as informationally embodied organisms, ‘inforgs’, embedded in an informational environment, the ‘infosphere’, in which the boundaries between online and offline environments merge, so that we live in a manner termed ‘onlife’. The present book is therefore about the creation of a framework of ethics for inforgs, including humans, but also artificial agents, living in the infosphere.(academic)

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Great CEOs Keep Rivals Close

Maintain an edge over your competitors by building up intimate knowledge of how they think and act. If you were to box, wrestle, or race an opponent, you would get to know your competition's moves, weaknesses, tells, and strengths. Business is no different. Before starting a company, great CEOs study their rivals until they're able to predict their decisions and how their moves will affect the market. Leonard Fuld, president and founder of consulting firm Fuld & Company, interviewed current and former CEOs from a variety of industries. He writes in Harvard Business Review about the four distinct strategies executives use to outmaneuver their rivals. Below, check out the methods Fuld discovered.

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Ellen Naylor's curator insight, July 28, 3:27 PM

Short, excellent article on how to track your competitor's leaders, and how to take effective action to maintain your company's competitive advantage at the executive level. Don't mimic the competitor. Look for their weaknesses and build your strengths where they are weak, and protect your assets that they might go after, such as your sales force.

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Introducing the GE Global Innovation Barometer.

Introducing the GE Global Innovation Barometer. | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Discover how the GE Global Innovation Barometer explores how the perception of innovation is changing in a complex, globalized environment. GE is at work on innovation. The GE Global Innovation Barometer identifies drivers and deterrents of innovation and analyzes perceptions around innovation. See what nearly 3100 business leaders in 25 countries had to say about their innovation strategy and decision making. Explore the site and download the survey data here. This data visualization is designed to help you explore relationships within the data.

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Competitive intelligence – capitalising on other brands’ weaknesses

Competitive intelligence – capitalising on other brands’ weaknesses | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Every brand has two vulnerabilities from an activity point of view: what it’s doing (because that makes its strategy more visible to its competitors) and what it’s not doing (because in failing to act, it generates opportunities for others to do so). Nothing startling there. But Derrick Daye mentioned something recently that I think we need to pay more attention to: the opportunities for “competitive intelligence” – understanding and responding to the underlying attitudes inside a rival brand and the implications of those dynamics competitively.

Here’s three examples of things to be looking for and some actions you could take.

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2014 Internet Trends Shaping Tomorrow’s Customer Experiences [SLIDESHARE]

2014 Internet Trends Shaping Tomorrow’s Customer Experiences [SLIDESHARE] | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


The Slideshare below is a comprehensive compendium of trends provided by KPCB International and well worth a more detailed investigation but here are some key points that piqued interest on first viewing in the context of how digital shapes customer experience

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The World’s Most Innovative Countries 2014 -- INSEAD

The World’s Most Innovative Countries 2014 -- INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The Global Innovation Index is created by INSEAD, WIPO and Cornell University. It ranks 143 countries across 81 indicators. The full report with rankings data can be downloaded here. (also video)

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Haresh Patel's curator insight, July 25, 5:13 AM

Interesting study. And of top 10 Innovative countries, 7 are European!! Wonder, if cold weather is keeping people in-house for innovating more?

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The 2014 State of Digital Transformation

The 2014 State of Digital Transformation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Altimeter Group’s second report on Digital Transformation. This new report is aimed at executives and digital strategists to help them (you) further understand the state of digital transformation as you plan your next steps and investments. Our new report is based on a survey we cast over the last year. Its goals were twofold: 1) to unearth where companies and supporting teams are in their metamorphic digital transformation efforts; and 2) also to capture a current snapshot for future comparison.

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FRANK FEATHER ~ Business Futurist's curator insight, July 25, 11:23 AM

Still need convincing? Scroll down to Benefits of Digital Transformation.

massimo scalzo's curator insight, July 27, 8:49 AM

Have a look at what the Digital Transformation has brought about ! Very Interesting !

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Bursting the Big Data Bubble: The Case for Intuition-Based Decision Making (book)

Bursting the Big Data Bubble: The Case for Intuition-Based Decision Making (book) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Jay Liebowitz, editor. (From the preface.)The contributors emphasize the importance of applying intuition, gut feel, spirituality, experiential learning and insight as key factors in a executive’s decision-making process. As we get caught in the quagmire of big data and analytics, it is important to be able to reflect and apply insights, experience, and intuition as part of the executive and managerial decision-making process.


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