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5 Reasons Competitive Intelligence Teams Don’t Grow

5 Reasons Competitive Intelligence Teams Don’t Grow | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


We cover:

  • Why service – not products – needs to come first.
  • Why focusing on decisions you can impact is so important.
  • How easy it is to have various team members – “Playing out of Position.”
  • How focusing on just one buyer persona is harmful.
  • Why teams should focus on engagement, not building a kingdom.
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Can Pure Intelligence Handicap You When It Comes to Strategy Formulation?

Can Pure Intelligence Handicap You When It Comes to Strategy Formulation? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


In a world where no single right answer may exist, decision-makers need to be careful about analysis paralysis.  They must resist the temptation to try to gather every last bit of data possible, thereby slowing the decision process to a crawl.    Analytical decision-makers must add intuitive and creative types to their team.

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New C-suite position needed to tackle today’s issues - Warwick Business School

New C-suite position needed to tackle today’s issues - Warwick Business School | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Serious incidents such as the Deepwater Horizon oil spill and factory fires in India and Bangladesh highlight why some companies should create a new ‘Chief External Officer’ role, according to new research. The new position in the C-suite would be part of an upgraded external affairs policy that can help align strategy and improve a firm’s competitive advantage in a world that sees a greater need for nonmarket –social and political - strategies. The traditional set-up of most firms is to have an established legislative or regulatory affairs function and a separate office for tasks such as community relations and social responsibility. But in Why your company may need a chief external officer, published in Organizational Dynamics, Sotirios Paroutis, of Warwick Business School together with Jonathan Doh, of Villanova University, Thomas Lawton, of Open University Business School and Tazeeb Rajwani, of Cranfield School of Management, argue that a more balanced approach is needed.

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5 Global Cities of the Future

5 Global Cities of the Future | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Look to these five emerging startup hubs for opportunities to launch or expand internationally, so your reach can finally match your ambitions.  Here, we present five global alternatives to traditional hotbeds of startup creation and growth. Each city offers unique advantages to American entrepreneurs, and each is a regional--or even global--hub in its own right. Some are great places to launch a business or expand into new markets. Others offer access to expertise or technologies that may not yet be available in the U.S. Many are home to some of the world's best workers, as well as to partners who will help you scale.

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Jaspreet Dutt's comment, Today, 12:14 PM
These are the most probably top cities ever
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Market Intelligence: Value is in deployment

Market Intelligence: Value is in deployment | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For many corporate and blue chip companies, the onus of responsibility to execute market intelligence effectively is huge. The absence of proper and suitable management and deployment processes which would ensure the correct insights to the right staff when they need it most, can deliver catastrophic results. For example, many major global enterprises have found their competitors taking action in ways they did not foresee, with devastating effects on their revenues and market share. All because they failed to deploy their market intelligence effectively.

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The Challenges of Group Decision Making: Stanford Worldview Interviews Lindred Greer

The Challenges of Group Decision Making: Stanford Worldview Interviews Lindred Greer | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Lindred Greer, an Assistant Professor in Organizational Behavior at the Stanford Graduate School of Business, can cite several reasons why group decision-making is so difficult. In this Worldview Interviews video, she describes which kinds of conflicts hold us back and when conflict can actually help groups do better. Worldview Stanford creates learning experiences for professionals to help them get smarter about the critical dynamics shaping our future.

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Paul Ka's curator insight, Today, 8:51 AM

http://ecommercemix.com/

Hugo de la Rosa's curator insight, Today, 10:07 AM

El trabajo en equipo y las decisiones colegiadas siempre han sido grandes retos para los líderes .. Cuando se logran operacionalizar pueden ser un distintivo !

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Here’s Why People Trust Human Judgment Over Algorithms

Here’s Why People Trust Human Judgment Over Algorithms | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

“algorithm aversion”: even when an algorithm consistently beats human judgment, people prefer to go with their gut. This can have very real costs, from getting stuck in traffic to missing a sales target to misdiagnosing a patient. Algorithms make better assessments in a wide range of contexts, and it might seem logical that if people understood that they’d be more trusting. In fact, seeing how algorithms perform makes things worse, because it means seeing the algorithm occasionally make a mistake. In a paper published last year, Berkeley Dietvorst, Joseph Simmons, and Cade Massey of Wharton found that people are even less trusting of algorithms if they’ve seen them fail, even a little. And they’re harder on algorithms in this way than they are on other people. To err is human, but when an algorithm makes a mistake we’re not likely to trust it again.

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The Downfall of Many Cross-Disciplinary Teams

On these types of cross-disciplinary teams, the leader needs to be extremely mindful of the fact that each team member has a "full-time job" in the organization.  Tensions may emerge between the team member and the manager to whom they report on a day-to-day basis.  The manager may become upset that this special project is soaking up significant amounts of the employee's time.

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Need advice? Five pitfalls to avoid

Need advice? Five pitfalls to avoid | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Unless you choose the right adviser and ask the right questions, you’re not likely to get useful answers. Seeking advice is commonplace in management – so routine we don’t realize how difficult a skill it actually is. Choosing the wrong adviser, failing to explain the context adequately to them, and not weighing the advice properly are among the ways we can blow this seemingly easy managerial task. And it usually happens in high-stakes situations, where we have identified a decision as difficult and sought counsel. “Part and parcel of making a good decision is knowing how to get good advice,” Joshua Margolis, a professor at Harvard Business School, said in an interview.

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Brand success in an era of Digital Darwinism | McKinsey & Company

Brand success in an era of Digital Darwinism | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The Internet has become an indispensable tool for marketers, yet there are still gaps in understanding its role in shaping how consumers choose among brands. With the help of a powerful data set, we have been studying the relationship between the level of digitization across the consumer’s decision journey and the likelihood that a consumer will select a brand after considering and evaluating its qualities. We compiled data on 1,000 brands across a wide range of product categories, covering 20,000 consumer journeys and 100,000 touchpoints along them.1 The research paints a vivid picture of the factors involved in a consumer’s purchase choice (also known as brand conversion). Overall, the landscape exhibits what we and others call Digital Darwinism:
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A virtuous cycle for top-line growth | McKinsey & Company

A virtuous cycle for top-line growth | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Rethinking the fundamentals of sales-channel practices and organizations will take determined leadership with an appetite for cultural change. Our experience points to three areas where greater coordination and more aggressive use of information can differentiate strategy.
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EY - Power transactions and trends, 2014 review and 2015 outlook

EY - Power transactions and trends, 2014 review and 2015 outlook | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
2014 was a pivotal year for the global power and utilities (P&U) sector, with rise in deal value and volume. This trend is expected to continue in 2015 with market reforms driving increased activity.
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Managing supplier risk in the transportation and infrastructure industry | McKinsey

Managing supplier risk in the transportation and infrastructure industry | McKinsey | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The issue of counterparty credit risk is increasingly a topic of heavy discussion across all industries. Yet there are large differences in risk-management sophistication: while advanced methods for managing and mitigating risks are applied in both the power and financial-services industries, many other industries still lag behind
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Four Essential Strategy Questions Answered with Analytics

Four Essential Strategy Questions Answered with Analytics | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


In any competitive market, accurate strategic insight can be the difference between being ahead and being left behind. Get ahead with competitive analytics. Herein lies the importance of competitive intelligence. In any competitive market, accurate strategic insight can be the difference between being ahead and being left behind. It’s relatively easy to identify broad trends in the marketplace. However, competitive analytics allow you to go deeper, answering highly targeted and specific questions in the context of your unique competitive set.

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The competitive intelligence disconnect

The competitive intelligence disconnect | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

So now I wonder whether the competitive intelligence disconnect in large organizations is not so much an occasional problem as something that afflicts many members of senior management, who are evidently seeking to avoid confusion by avoiding new, particularly distressing, intelligence..

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The trick to making sense of Big Data

Vague questions will yield vague answers, so it’s up to you to figure out what to ask. The trick to getting value out of your data is not in how you collect or store it but in how you slice and dice it. The goal is to come away with information you can act on and insights you can use to help you make decisions. It’s not hard to figure out what is going on with your customers. What you really want to know is why.

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Sometimes It Pays to Be the Underdog

Sometimes It Pays to Be the Underdog | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Here’s a counterintuitive finding: Heavyweights should consider pulling their punches when entering the ring with smaller rivals. Conventional wisdom holds that nationally operated companies should play up their inherent advantages over local businesses—leveraging their brand recognition, diverse product inventory, and price-setting capabilities, for example. But a new study finds that the size advantage isn’t all it is cracked up to be. When lightweights frame competition against a larger rival as a David versus Goliath story, the advantage often goes to the lightweight.

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Jaspreet Dutt's comment, Today, 12:15 PM
Never underestimate the underdog. They are the dark horses.
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Why the iPhone confounds disruption theorists

Why the iPhone confounds disruption theorists | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Academics like Rebecca Henderson and Kim Clark long recognized that this supply-side mechanism for disruption based on new architectures could trip up otherwise successful firms. And that is really what appears to have gone on with the iPhone. It was a new architecture and to replicate it required essentially a clean slate for innovative teams. Established firms rarely want to give up development teams that have worked well. This is what leaves the room open for entrants and, in the case of smart phones, we saw disruption on a large and long-term scale. And the only way to see it is to understand that there is more than one path to disruption. To do otherwise is to often try and drive a square peg in a round hole.
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Industrial Internet of Things Driving Progress – Accenture

Industrial Internet of Things Driving Progress – Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Accenture research reveals the Industrial Internet of Things (IIoT) can add potential growth of US$14.2 trillion to the global economy. The IIoT could deliver massive economic rewards, but only to countries prepared to capitalize on its growth. Accenture worked with Frontier Economics to model the IIoT’s potential impact on the GDPs of 20 developed and emerging economies that generate more than three-quarters of the world’s economic output. The model takes into account projected investment levels, national industry structures and the capacities of different countries to absorb IIoT technologies.

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6 Steps to Standing Out From the Competition

6 Steps to Standing Out From the Competition | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Differentiating yourself from the competition is imperative in the marketplace especially if your solution offers similar features and benefits. You already know the features of your product or service and the value they bring to your buyers, but what steps can you take to make sure your buyers see the value too?

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Tips on developing consultative skills for market intelligence managers

Tips on developing consultative skills for market intelligence managers | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Business managers are certainly open to market intelligence managers becoming their sparring partner, rather than being only a provider of unbiased researched data. During client intelligence assessment interviews, we often find that many stakeholders also say that they are open to seeing more consultative options and suggestions in their market intelligence reports, though perhaps not strong opinions or conclusive recommendations, particularly if they involve sensitive financial decisions in areas such as mergers and acquisitions. The key issue is whether market intelligence professionals themselves can step up to the plate - both on a real, practical level and on a perception level.

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Where the Digital Economy Is Moving the Fastest

Where the Digital Economy Is Moving the Fastest | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Based on the performance of countries on the index during the years 2008 to 2013, we assigned them to one of four trajectory zones: Stand Out, Stall Out, Break Out, and Watch Out.

Stand Out countries have shown high levels of digital development in the past and continue to remain on an upward trajectory.
Stall Out countries have achieved a high level of evolution in the past but are losing momentum and risk falling behind.
Break Out countries have the potential to develop strong digital economies. Though their overall score is still low, they are moving upward and are poised to become Stand Out countries in the future.
Watch Out countries face significant opportunities and challenges, with low scores on both current level and upward motion of their DEI. Some may be able to overcome limitations with clever innovations and stopgap measures, while others seem to be stuck.
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Ronald Lifton's curator insight, February 28, 8:00 PM

Follow the trends but do not ignore the past.

Seymour Trade Group's curator insight, March 1, 10:02 AM

Follow the ones and zeros

Eloquens's curator insight, March 1, 3:58 PM

Fascinating infographic about the rise of digital in different nations.

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Inside Adobe’s Innovation Kit

Inside Adobe’s Innovation Kit | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
As I write about in my book, The Myths of Creativity, many organizations unknowingly stifle innovation by requiring ideas to move up through levels of management before getting any investment. This might control costs, but as research led by Wharton’s Jennifer Mueller suggests, many people have a subtle bias against innovative ideas. Mueller’s team found that people often claim to want new and creative ideas, but when presented with those ideas in an uncertain environment and asked to evaluate them, the more novel ideas often get a lesser rating.
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The Seven Rules to Successful Presentations -- INSEAD

The Seven Rules to Successful Presentations -- INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Communicating needn’t be a frightening experience. There are some simple rules to take the stress out of presenting that revolve around you. Type “presentation skills tips” into Google and you’ll return around 73 million hits. There’s a lot of advice out there about what makes a great presentation. I’d like to focus instead on what makes a presentation great. There’s a very subtle difference and it centres on you, the person doing the presenting, because you need to be the captain of the ship.

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Nandan Setlur's curator insight, March 1, 11:13 AM

Good commonsense advice

Eloquens's curator insight, March 1, 3:59 PM

INSEAD's seven rules for taking the fear our of your presentations.

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Venture Capital trends report: record-setting year in 2014

Venture Capital trends report:  record-setting year in 2014 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The latest EY Global Trends Report and accompanying Insights Deck show that 2014 was an exceptional year, with funding at levels not seen since 2000. Bryan Pearce, Global Leader, Entrepreneur Of The Year™ and Global Venture Capital Advisory Group sat down to talk about the record year VC had in 2014 and what to look for in 2015.
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