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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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4 Reasons to Invest in Regulatory Intelligence

4 Reasons to Invest in Regulatory Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Justifying the need for regulatory intelligence (RI) investments is uniquely challenging—so where do you even begin to convince your organization that RI has value? Here’s what your organization may not know.  In general, what is the true value of being able to provide superior strategic insights to your management team?

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Analytics Trends 2016: the next evolution | Deloitte Analytics

Analytics Trends 2016: the next evolution | Deloitte Analytics | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As we enter our third year of identifying the analytics trends that are likely to influence the trajectory of the business world in coming years, it's clear that some trends aren't going away. Instead, they are evolving at a rapid pace. In the world of science, such rapid evolution demands closer analysis—and the same is true with these analytics trends. They deserve a fresh look. This year, we're taking stock of a mix of both new and familiar topics that are shaping an "everywhere analytics" world—where analytics, science, data, and reasoning are embedded into the decision-making process, every day, everywhere in the organization. Six significant trends are in play.

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Why the Best Technology Isn’t Always the Winner - Knowledge@Wharton

Why the Best Technology Isn’t Always the Winner - Knowledge@Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Anyone who has watched the evolution of technology knows that sometimes, clever new technologies emerge and quickly supplant the incumbents, while others may take years or decades to take off — if they gain widespread traction at all. So for investors, consumers and businesses, the key question is: What is the differentiating factor between the fast winners and the slow losers?
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In Search of Ingenuity

In Search of Ingenuity | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Your innovation team needs people who are makers as much as they are thinkers. These are people who, when faced with uncertainty, don’t wait until they see a clear path and a right answer but who prefer to start doing — seeing what works and what doesn’t. Moreover, innovation requires people with the confidence to know that they can find a way to cross any bridge when they get there — even if they have to build a new bridge to do it.
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Digital Disruption: The Growth Multiplier - Accenture

Digital Disruption: The Growth Multiplier - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Understanding which digital investments can best improve gross domestic product (GDP) is the subject of recent analysis by Accenture Strategy and Oxford Economics. Accenture Strategy research highlights the increasing importance of digital to world economies, with our forecast of digital economy growth rising to 25.0 percent by 2020. Our analysis also shows the potential uplift in GDP is even greater if digital investments are tailored to the specific needs of each economy. We reveal an optimal combination of investments in digital skills, technologies and accelerators could help business leaders and policy makers be more competitive, productive and enrich people’s quality of life.

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CIA Releases Diversity and Inclusion Strategy for 2016-2019

CIA Releases Diversity and Inclusion Strategy for 2016-2019 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
n a statement made in connection with the release of the strategy, CIA Director John Brennan said: “Excellence in foreign intelligence demands broad perspectives, both in our understanding of a complex world and in our approach to challenges and opportunities. Broad perspectives come from diversity in thought, ethnicities, backgrounds, and experiences. Embracing and leveraging diversity through an inclusive culture fosters innovation, new ideas, and new insights which is at the heart of what we are charged to do and is what will drive mission success.”
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Pharma M&A: Agile shouldn’t mean ad hoc | McKinsey & Company

Pharma M&A: Agile shouldn’t mean ad hoc | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
For some, it also marks a moment to revisit best practices. As essential as agility is for the fast-paced acquisition of programmatic M&A, it’s not an excuse for the kind of ad hoc approach we’ve encountered in far too many deal teams. And even otherwise-strong performers will benefit. When we examined the survey for insights from PMP respondents, we found three areas in particular where companies could be doing better: keeping the right level of CEO involvement, standardizing the process wherever practical, and reinforcing feedback mechanisms.
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The ITC Flexes Its Trade Secrets Muscles Again

The ITC Flexes Its Trade Secrets Muscles Again | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Federal Circuit has once again affirmed the ITC’s broad jurisdiction to investigate and, if necessary, remedy extraterritorial misappropriation of trade secretsBased on this and other recent decisions, it looks like the ITC will continue to be a significant forum for trade secret battles.

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Why a competitive analysis is the worst way to approach things in strategy

Why a competitive analysis is the worst way to approach things in strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

competitive communication analyses, those decks full of competitors’ campaigns and other communications - trying to depict "how the market works" in terms of advertising and such. After having talked about the validity of the common reasons to do competitive analyses let me get to the actual reasons against investing much time in them. I can instantly think of the following two:

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Proof That Women Get Less Credit for Teamwork

Women are tenured at far lower rates than men in academia, and prior research has found that this can’t be fully explained by differences in productivity or family commitments. Sarsons’s paper suggests another reason: the promotion gap appears when women work in groups with men.


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Business Analytics & Intelligence Certificate, Mercyhurst Univeristy

Business Analytics & Intelligence Certificate, Mercyhurst Univeristy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Business Analytics and Intelligence Graduate Certificate is a four course, twelve credit hour graduate certificate program. The certificate program is designed to enhance the skills of working professionals in the areas of data extraction, analysis, interpretation, and presentation to decision makers. The courses are sequential and build on each other.  The twelve graduate credits awarded through the certificate may be used to partially satisfy the degree requirements for the Master of Science degree in Applied Intelligence offered by the Mercyhurst University Institute for Intelligence Studies.

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Why Distinctive Customer Targeting Is a Smart Strategy

Why Distinctive Customer Targeting Is a Smart Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Don’t underestimate the power of choosing a unique definition of the customers your company will serve. These examples both illustrate an aspect of smart strategy that companies often overlook: choosing a unique definition of their target customer to gain a competitive edge or minimize head-to-head competition.

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Discovering the Value of the “Corporate” Entrepreneur - Kellogg Insight

Discovering the Value of the “Corporate” Entrepreneur - Kellogg Insight | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

successful intrapreneurship can bridge what he calls the “cultural chasm” between the leadership in established corporations and the entrepreneurs in their midst. It can also add tremendous value for both the parent company and new entity. But it is not always easy to pull off.

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Profile of a ‘Change Instigator’ CIO - Deloitte CIO - WSJ

Profile of a ‘Change Instigator’ CIO - Deloitte CIO - WSJ | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
As leaders who spearhead technology-enabled business transformation and change, instigators are known for experimentation, shaking things up, pushing boundaries, and introducing new ideas from outside their organizations. They take pride in their craft and put tremendous thought into setting a cogent vision and communicating clear expectations for their peers and the IT organization. They are meticulous about executing their plans and pushing widespread changes into the farthest reaches of their organizations.
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People Love Games - but Does Gamification Work? - Knowledge@Wharton

People Love Games - but Does Gamification Work? - Knowledge@Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
It’s tempting to assume that gamification works, given the enormous long-running popularity of video games and gaming systems ever since Atari’s Pong was released in 1972. Who doesn’t love games? But the world’s experts on gamification will tell you that everything about this fledgling field — even the very definition (loosely, the application of game elements to non-game situations) — is still up for grabs. And what succeeds at one company won’t necessarily succeed at another.
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Mutually Assured Disruption

Mutually Assured Disruption | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Many incumbents respond to these threats to their customer base by trying to compete head-to-head, acquiring startups, setting up their own separate digital shops and venture funds, outsourcing, or becoming partners in joint ventures. And although some of these efforts may succeed in their own right, ultimately they fail to enable incumbents to do the kind of major rethinking of their business model that is demanded by disruption. To do so, companies need to engage their disruptors by entering into a new type of business relationship — what we call collaborative reinventio
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EY - Mergers, acquisitions and capital raising: 2015 trends, 2016 outlook

EY - Mergers, acquisitions and capital raising: 2015 trends, 2016 outlook | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The sector has experienced a decline in deal activity for the fifth consecutive year. This comes as no surprise given the uncertainty over long-term fundamentals and increasing levels of financial distress. However, this distress may be the precursor to recovery in deal volumes — if not value — during 2016. Management across all levels of the mining and metals sector continue to focus on balance sheet and margin improvement.  With internal options exhausted, management are having to make strategic decisions that have long-term implications on the future direction of the business:

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Where Companies Spend Their R&D Money

Where Companies Spend Their R&D Money | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Corporate R&D has become overwhelmingly global. According to the 2015 Global Innovation 1000 study, 94 percent of the world’s biggest innovators now conduct parts of their R&D programs abroad. But where they spend their R&D money has changed dramatically. Asia is now the top destination for corporate R&D spending, followed by North America and Europe. In 2007, the three regions were ranked in reverse order.
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Toward a value-creating board | McKinsey & Company

Toward a value-creating board | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Directors say they dedicate more time now to their board duties than ever before and that, since 2011, they’ve cut in half the gap between the actual and ideal amount of time they spend on board work. In the newest McKinsey Global Survey on corporate boards,1 the results confirm that strategy is, on average, the main focus of many boards. Yet directors still want more time for strategy—more than any other area of their board work—when they consider its relative value to their companies.
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The Revolution in Private Sector Intelligence | CTI Summit 2016

Threat intelligence is a hot topic, but the hype obscures a revolution which extends beyond the latest Silicon Valley venture-backed tech unicorn. This movement is powered by the combination of social media, ubiquitous cameras, low-cost digital satellite imagery, and a mix of former intelligence professionals and enthusiastic hobbyists. Together these forces are driving a revolution in private sector intelligence,

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China on the Way to Becoming a Global Innovator

China on the Way to Becoming a Global Innovator | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As part of the transformation of the Chinese economy, attested by many recent news, China is fast transitioning from low cost manufacturing to a higher value innovation-led economy. This article looks at this momentous transition

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Revisiting ROI on competitive intelligence

Revisiting ROI on competitive intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A new study on use of competitive intelligence in organisations confirms that there is significant return on investment in CI.Very few if any organisations have found reliable ways to measure the ROI on competitive intelligence activities. However, competitive intelligence teams do need to establish their value in helping the organisation meet its business objectives to justify their very existence. a quantitative study published in the HBR by none other than Benjamin Gilad and Leonard Fuld, leading authorities in competitive intelligence today.

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Taming the Beast – How to Build and Maintain a Large Scale Market Intelligence System

Taming the Beast – How to Build and Maintain a Large Scale Market Intelligence System | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Building a corporate wide Competitive Intelligence system for a large organization can be a daunting task and should be planned carefully. However, when executed properly you can significantly increase your ROI.

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Study: Firms with More Women in the C-Suite Are More Profitable

Study: Firms with More Women in the C-Suite Are More Profitable | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

According to a survey of nearly 22,000 companies around the world. We found that these figures matter to the bottom line. When we examined the profitable firms in our sample (average net margin of 6.4%), we found that going from having no women in corporate leadership (the CEO, the board, and other C-suite positions) to a 30% female share is associated with a one-percentage-point increase in net margin — which translates to a 15% increase in profitability for a typical firm.

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The first question to ask in your CI information strategy is...

The first question to ask in your CI information strategy is... | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What content should be published and by whom? The first key question to ask when defining your Competitive Intelligence (CI) information strategy is what information to include in order to satisfy the intelligence and knowledge requirements of the organization.  Content can either be acquired by external sources or internal publishers, so both these providers should be considered.

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