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The Human Algorithm: Redefining the Value of Data

The Human Algorithm: Redefining the Value of Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The onslaught of real-time social, local, mobile (SoLoMo) technology is nothing short of overwhelming. Besides the gadgets, apps, social networks and appliances that continue to emerge, the pace of innovation is only outdone by the volumes of data that each produce

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listed as a disruptive trend

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Pedro Barbosa's curator insight, December 14, 2012 3:57 AM

SoLOMO and INfluence are clearly some of the trends for 2013 - 2015.

Augmented Reality and Gamification did start already.

 

Attention to Syndicated Commerce. 

 

Pedro Barbosa - www.pbarbosa.com | www.harvardtrends.com

Fred Zimny's curator insight, December 14, 2012 12:54 PM

I am not sure about local. But the effects of SoMo are indeed overwhelmng

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Why Your Strategic Plan May Be the Biggest Hindrance to Success in 2015

In recent articles, we've been looking at the impact of effective strategic planning in preparing the groundwork for success. There are, however, some occasions when a strategic plan--regardless of how well-designed, and how capable the team is in executing it--is at best a distraction, and at worst, an obstacle to achieving future success.

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Bowman's Strategy Clock: Making Sense of Eight Competitive Positions

Bowman's Strategy Clock: Making Sense of Eight Competitive Positions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Looking at Porter's strategies in a different way, in 1996, Cliff Bowman and David Faulkner developed Bowman's Strategy Clock. This model of corporate strategy extends Porter's three strategic positions to eight, and explains the cost and perceived value combinations many firms use, as well as identifying the likelihood of success for each strategy. Figure 1 below, represents Bowman's eight different strategies that are identified by varying levels of price and value.

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Alfonso Gomez's curator insight, October 20, 7:29 PM

Knowing  wherenare your organization possitioned in terms of strategy its a good device to practice

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Four Innovation Strategies to Forecast the Future

Consider all of these external factors--technologies, consumer demands, competitors--and ask yourself these questions: what is the probability that each of these things will actually happen? And, if they do happen, what kind of impact will they have on the success of your target?
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Mark Van Laeke - CI Radar (TV video)

Mark Van Laeke - CI Radar (TV video) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

To what extent would you go to get an edge over your business competitors? CI Radar provides competitive intelligence that will help you get the upper hand.

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Competitive Intelligence: Winter 2014

Instructor: France Bouthillier, Justin Soles School: McGill Semester: Winter 2014 Description: Introduction to the competitive intelligence process in profit and not-for-profit organizations. The course provides an overview of the principles and tools for identifying competitive intelligence needs; acquiring, organizing and storing information; creating intelligence through various analytical techniques; developing and distributing intelligence products. Topics include legal and ethical aspects, information audit, and cooperative intelligence

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The Top Five Benefits You Can Obtain by Monitoring Your Competitors’ Online Ads

The Top Five Benefits You Can Obtain by Monitoring Your Competitors’ Online Ads | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

If you knew that your strongest competitor was doubling its advertising budget in the same marketing channel that brings the largest amount of customers to your company, would that information influence your decisions? Understanding your competitors’ advertising strategies may mean the difference in whether or not your marketing efforts succeed. By knowing the channels in which your competitors invests the most, the values they aim to communicate to potential customers and the banner ads that work for them, you are able to gain several strategic benefits.

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It’s Your Job to Tell the Hard Truths

It’s Your Job to Tell the Hard Truths | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

two new team members were quietly questioning whether they should be honest about the gaps they saw in the business. Is that really such a big deal? How many of us would prefer to keep the peace and avoid being the naysayer? Or prioritize being seen as a team player over identifying problems that may lie in someone else’s department? Or downplay an issue of our own team, hoping we’ll be able to fix it before anyone notices? The truth is that it’s hard to speak up about potentially sensitive issues. The bar for leadership in most organizations is too low. We allow politics to supersede performance. And it’s hurting good organizations. The biggest challenge we face as leaders is rarely about discovering the perfect strategy or developing a smarter product or figuring out the gaps in the business.

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Four Factors That Impact Your Company's Speed to Innovation

Four Factors That Impact Your Company's Speed to Innovation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As it turns out, fear is a common (and deadly) factor preventing organizations from reaching their full potential to innovate. Sure we can list plenty of “business book” factors such as globalization and macroeconomic forces, but we should consider fear as the real threat to the humans behind innovation. Below we explore four factors that directly impact your company’s ability to innovate and compete- all because of fear..

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What’s the right target?

What’s the right target? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Intelligence strives to answer the most pressing questions on a decision-maker’s mind. Ask whether or not those practicing CI, including you, are seeking to answer only the “most pressing” questions or are including questions of interest. (In my CI training, I usually divide these into “need to know” and “nice to know”). Unfortunately, I think the answer may too often be “questions of interest” and rarely, if ever, the “most pressing questions”.

l...

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How to Invent the Future

How to Invent the Future | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


We need more than big ideas, or pithy words, or an ultra-clear vision to invent the future. First, we need to be able to let go of the past, unlearn things that no longer serve us. We don’t bother to examine the rules as they’ve been handed down.And this downside – not examining the rules as they’ve been laid down – is not a minor thing; it has a huge cost. It stalls progress. It defeats those with fresh new ideas. It reinforces entrenched interests. When a society accepts the practices, methods, and measures of the 20th century to conceive the 21st century, failure is inevitable. In order to consider new ideas, you have to be willing to let go of ones that no longer serve you.

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Big Data for Market Researchers and Competitive Intelligence Professionals (Slideshare)

During this talk we show how market researchers and competitive intelligence professionals can use LinkedIn data and search data to understand more about competitors and market trends. In short, when you have "all" the data - you no longer have to "punt" on the hard questions. (Cascade Insights)

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Is The Venture Industry Shrinking? - Forbes

Is The Venture Industry Shrinking? - Forbes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

According to the data, yes, the venture capital industry is shrinking. And it has been shrinking for several years. We have documented a trend of industry consolidation since 2009, and our latest analysis confirms that the trend persists. We find that venture capital dollars continue to concentrate increasingly in the hands of fewer and fewer venture capital firms.

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Intelligence – The Right “Opinion” Fuels Better Decisions

Intelligence – The Right “Opinion” Fuels Better Decisions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Building from my post about intelligence being a well-informed “opinion”, this item in the Wall Street Journal last week reminded me of another story of good intelligence informing smart decisions…highly opinionated intelligence, I might add!The crux of the story is no amount of wishful thinking changes the laws of thermodynamics.
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Mastering the Five Skills of Disruptive Innovators (recorded webinar)

Mastering the Five Skills of Disruptive Innovators (recorded webinar) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Through their research on the world’s best innovators—including leaders at Amazon, Apple, Google, Skype, and Virgin Group—these authors have identified five key skills that differentiate great innovators. In this interactive Harvard Business Review webinar, Dyer describes these five key skills and explains how managers can develop them. He discusses how to generate innovative new ideas, collaborate with colleagues to implement them, and build innovation throughout the organization. He also details the behavior changes necessary to drive innovation and improve creative impact. (webinar recording)

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Make a smart decision: Balance data with experience

some analytically inclined executives can become so immersed in data and reports that they become estranged from the companies they run. They have little first-hand experience of what is happening on the front lines, relying instead on reports that filter up to them. Observing what is actually going on would be a good thing. Managers won’t learn the artistic approach in business school, however. “We don’t have a class on qualitative thinking in business. I wish we did,” she said. But in the recent Rotman Management magazine, she sets out three basic capabilities that might be part of the curriculum for Artistic Inquiry 101:

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Albert Costilo's curator insight, Today, 8:46 AM

Clean Data + field intelligence = balanced strategy and planning

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Herding Cats: Decision Making Without Estimates?

Herding Cats: Decision Making Without Estimates? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
each of the five decision process described in the post are the proper ones - ones with many approaches - but each has ignored the underlying principles of Microeconomics. This principle is that decisions about future outcomes are informed by the opportunity cost and that cost requires - mandated actually since they're in the future - an estimate. This is the basis of Real Options, forecasting, and the very core of business decision making in the presence of uncertainty.
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10 best competitive intelligence tools from 10 experts

10 best competitive intelligence tools from 10 experts | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Competitive Intelligence is the gathering of publicly-available information about an enterprise’s competitors and the use of that information to gain a business advantage. The goals of competitive intelligence include discerning potential business risks and opportunities and enabling faster reaction to competitors’ actions and events. If Sun Tzu were with us today, he would probably be using digital competitive intelligence tools to understand his adversaries. Which ones would he use; why and for what purpose? Here are 10 experts giving us their best competitive intelligence tools

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Competitive Strategy

Competitive Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Being competitive is a core requirement for all businesses irrespective of size. Not-for-profit organisations like charities, schools and religious organisations compete for funds, members and media attention. Very small businesses and start-ups must wrench business away from competitors or alternatives just to survive. Without a compelling message about the advantages they offer over others, many of these organisations will fail as consumers take the easy route of buying the most popular, the most accessible, or the most familiar.

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Discovery Patterns – Market Intelligence: Internet of Things Trends

Discovery Patterns – Market Intelligence: Internet of Things Trends | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Discovery Patterns operates a world wide network of servers dedicated to trend discovery and competitive advantage enhancing market awareness for businesses, financial organizations, individuals, and political campaigns. This radar captures the streaming of big unstructured data and converts it into the “swarm intelligence” of thousands of writers, commentators, social publishers, researchers and analysts. Hundreds of thousands of articles will be analyzed and patterned in parallel to actual market performances. The graphic radar shows the market force priorities of the Discovery Patterns big unstructured data analytics, with the highest companies, applications and technologies winning the center of the radar space. These trends often precede actual market performances.
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What Your Competitive Intelligence Data Should Reveal About Competitors

What Your Competitive Intelligence Data Should Reveal About Competitors | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

When it comes to researching the marketplace, there are different types of competitive intelligence. One of the most important types is ‘competitor’ intelligence—how your competitors are operating in the marketplace. A few things your competitive intelligence data should reveal about the competition:

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What is Disruptive Innovation?

What is Disruptive Innovation? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Clay Christensen’s landmark theory — in under two minutes. (HBR video)

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What You Eat Affects Your Productivity

What You Eat Affects Your Productivity | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Think back to your most productive workday in the past week. Now ask yourself: On that afternoon, what did you have for lunch? When we think about the factors that contribute to workplace performance, we rarely give much consideration to food.

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What Peter Drucker Knew About 2020

What Peter Drucker Knew About 2020 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

When PwC released its annual survey of corporate chief executives for 2014, it was immediately obvious that change is on leaders’ brains: “As CEOs plan their strategies to take advantage of transformational shifts,” the consultancy reported, “they are also assessing their current capabilities – and finding that everything is fair game for reinvention.” It’s no wonder why. For Drucker, the newest new world was marked, above all, by one dominant factor: “the shift to a knowledge society.”

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NATO research on intelligence and social media

NATO research on intelligence and social media | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

NATO research group SAS-102, with the working title Intelligence Exploitation of Social Media, has gained great attention since its first meeting at the Royal Danish Defence College in the fall of 2013. The group now consists of 30 representatives from 16 different NATO countries as well as several authorities.The purpose of the group is to examine how social media can be exploited in intelligence.

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Is your offshore research partnership in good hands?

Is your offshore research partnership in good hands? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

No doubt research offshoring relationships need to have robust institutional and process frameworks at their base. You need a comprehensive contract, service level agreements (SLAs), a defined workflow, processes for feedback and escalation, guidelines for communication, and so on. Additionally, the people managing the partnerships need to be committed to it and must have the requisite competencies to manage them. Without the “right” people, even the best laid out partnerships can fail.

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