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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

Bonnie Hohhof's insight:

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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Who’s being disrupted by what?

Who’s being disrupted by what? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Much emphasis in the early warning area has been on identifying industry disruptions early and determining how to position your organization to deal with them successfully.
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How to make a decision - The decision analysis process steps

How to make a decision - The decision analysis process steps | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Many decision making techniques can be used to perform the decision evaluation. For the Decide step, we support using multiple criteria decision analysis (MCDA) as it can be used for decisions of any value. Because of its essential simplicity, MCDA is easy to apply to choices of all types. Of all the techniques, we have found it to be the easiest to increase or decrease in complexity as needed to match the value of the decision to be made.

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Mercyhurst’s Global Intelligence Forum: Colleges need to become ’learning organizations’

Mercyhurst’s Global Intelligence Forum: Colleges need to become ’learning organizations’ | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It is incumbent upon administrators to gather good information to make good decisions, but how? Roth proffers that that will involve mastering three interlocking research domains competitive intelligence: the systematic scanning and understanding of a college's competitive and surrounding environment in order to develop actionable information; knowledge management the systematic scanning and understanding of its internal knowledge assets in order to create actionable knowledge to create more effective student outcomes and to operate more efficiently in order to remain affordable and accessible; and the use of predictive analytics to make sense of the trove of data at its disposal to enhance learning outcomes, enrollment management (admission and retention), student life and the service it provides all of its students..

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Corporate Security Intelligence and Strategic Decision Making

Corporate Security Intelligence and Strategic Decision Making | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Despite a clear and compelling need for an intelligence-led approach to security, operational, and reputational risks, the subject of corporate security intelligence remains poorly understood. An effective intelligence process can directly support and positively impact operational activity and associated decision-making and can even be used to drive the firm’s business in key markets. Corporate Security Intelligence and Strategic Decision-Making outlines the basic theory and supplies practical solutions for implementing an effective intelligence process in any commercial organization.

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Once You Align the Analytical Stars, What’s Next?

Once You Align the Analytical Stars, What’s Next? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What’s worse, just producing these analytical results still isn’t enough. For organizations to gain business value from analytics, managers must turn the analytical results into action — the organization must be able to consume analytical results, not just produce them. Consuming analytical results is a growing problem for organizations. Organizations that build the expertise to produce stellar analytical results, also create a sizable gap between their ability to produce these results and their ability to consume them. This analytics gap can be narrowed from two directions: by producing analytical results that are easier to consume, or by improving capabilities to consume them.

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Defining Strategy, Implementation, and Execution

Defining Strategy, Implementation, and Execution | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For strategy wonks like me, thinking about the definitions of these ideas provides endless fascination. For many business leaders, however, I find that the semantics matter a lot less. And that’s too bad because the semantics should matter.  There are meaningful distinctions between strategy, implementation, and execution that are helpful to running a company or business in the real world. Ignoring, blurring, or getting them wrong creates sloppy thinking, deciding, and doing at all levels of an organization..

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Several types of intelligence peak at age 50

Several types of intelligence peak at age 50 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

While we doubtless get worse at some things as we get older (such as remembering basic information for short periods, shown in purple, or keeping track of details over the long term, shown in orange and green), we also get much better at others (like big-picture comprehension and understanding, shown in red, and overall knowledge, shown in blue).

Several other skills ripen later too, as far out as middle age

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Agility Is Within Reach

Agility Is Within Reach | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Many corporate leaders think their companies are agile. Surely, they assume, we possess that combination of speed, flexibility, nimbleness, and responsiveness that will enable us to turn on a dime as circumstances warrant. It often comes as a surprise, then, when a significant opportunity or challenge arises and the company can’t deliver.

What these leaders realize too late is that they are thinking about agility in a counterproductive way. In their view, agility is an end in itself, instead of a means to a more important end—sustainable competitive advantage. At one extreme are startups and other high-growth companies. They can, in effect, be too agile, chasing every potential opportunity without clear strategic goals. At the other end of the spectrum are large, incumbent companies, slowed by lethargic or timid corporate cultures, combined with rigid business processes and legacy information technology systems. The sweet spot lies somewhere in between.

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Boost Your Innovation Confidence

Boost Your Innovation Confidence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Consumers are incredibly poor predictors of the next big thing. Their knee-jerk reaction to new technology is almost always to say they don’t need it and will never use it. For many company leaders, this creates a significant business challenge: They know they must drive change to stay competitive, yet they have no way to determine with confidence which moves will be successful. They bring in experts to provide vision, they do market research until they’ve exhausted the deviations three sigmas from the mean, and they analyze and plan—only to find themselves no more certain about which direction to pursue than when they started..

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Vesticor Advisors's curator insight, March 30, 10:39 PM

This is true ... Most companies bring in "experts" that all say the same thing.  "An expert is usually the one that will tell you that it will take a long time, and then charge you a lot for that time"

Patrick Wallace's curator insight, Today, 8:28 AM

Know your customers, understand new technologies, embrace failure, then take a leap of faith.

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World class CI success factors, webinar April 16

World class CI success factors, webinar April 16 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Discover the success factors that make all the difference when building world class intelligence. GIA’s acclaimed 2012 global survey revealed that companies with world class market intelligence programmes grew shareholder value twice as fast , 20 times more profit, 27% greater decision efficiency and 12% bigger ROI than the rest of the global market. But what are the key success factors that enable world class organisations to achieve so much more?

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Economic Conditions Snapshot, March 2015: McKinsey Global Survey results

Economic Conditions Snapshot, March 2015: McKinsey Global Survey results | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Most executives believe that global GDP will grow at the same rate this year as it did in 2014, according to McKinsey’s latest survey on economic conditions.1 At the regional level, though, the responses suggest less certainty. In China, executives are notably downbeat about their home economy. The largest shares believe that economic conditions have declined over the past six months—and that conditions will worsen still in the coming months. Elsewhere, respondents in Europe indicate that geopolitical instability is top of mind as a risk to both domestic and global growth, while executives outside Europe report emerging worries over potential debt defaults and the exit of countries from the eurozone.
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This chart reveals how much women make in every state compared to men

This chart reveals how much women make in every state compared to men | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The average woman who works full-time still earns only 78 cents for every dollar the average man makes. While the wage gap is a national problem, certain states perform better than others when it comes to the gender earnings ratio.

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Which U.S. Companies Are Doing the Most R&D in China and India?

Which U.S. Companies Are Doing the Most R&D in China and India? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Over 200 publicly listed American companies have R&D budgets that exceed $100 million annually. Which companies allocate the highest proportion of that budget to engineering in China and India, specifically? And what drives their success with these global engineering initiatives? To find out, we developed a measure and coined the term Global Engineering Intensity (GEI) as the ratio of the headcount of R&D staff in India plus China to a company’s current annual R&D expense. The count of R&D personnel for each company was obtained by queries on LinkedIn

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Overcome Your Company’s Resistance to Data

Overcome Your Company’s Resistance to Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Given the disruption, resistance is both normal and natural. Bear in mind that most new ideas (particularly in the data space) fail. While many ideas are just plain bad and deserve to flop, too many good ones fail because those promoting them are too idealistic and politically naïve. Don’t let resistance surprise you.
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Organizations Looking For Innovation Need To Encourage Insights - Forbes

Organizations Looking For Innovation Need To Encourage Insights - Forbes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

At a time when growth is hard to come by, innovation has assumed a central role in the minds of executives the world over. Well, at least they say it has. In his book, Seeing What Others Don’t (Nicholas Brealey Publishing), the psychologist Gary Klein suggests that a significant part of the problem is that the creativity required to come up with new ideas involves risk taking when organizations tend to be focused on avoiding errors. This means that they can be especially poor at collecting and understanding the insights that are at the core of effective innovation 

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What to Do When People Draw Different Conclusions From the Same Data

What to Do When People Draw Different Conclusions From the Same Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What if data analysis were crowdsourced, with multiple analysts working on the same problem and with the same data? Sure, the result might be a range of answers, rather than just one. But it would also mean more confidence that the results weren’t being influenced by any single analyst’s biases. Raphael Silberzahn of IESE Business School, Eric Luis Uhlmann of INSEAD, Dan Martin of the University of Virginia, and Brian Nosek of the University of Virginia and Center for Open Science are pursuing several research projects that explore this idea. And a paper released earlier this year gives an indication of how it might work..

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Another look at problems with competitive intelligence (part 2)

Another look at problems with competitive intelligence (part 2) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

e. While external organizations (such as my firm) have much more flexibility in collecting data than do our corporate counterparts, part of the significant difference between government collection of intelligence and corporate collection of CI lies in resources. That is, a team of two or three (private sector) employees (or consultants) cannot be expected to collect, maintain, and continuously analyze the vast amounts of data on a competitor or competitors that an entire team of analysts, supported by a separate team of full-time data collection professionals, in career governmental positions, can generate and maintain....

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Taco Bell vs. McDonalds: Ad Wars and Competitive Intelligence

Taco Bell vs. McDonalds: Ad Wars and Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Adweek notes five Taco Bell executives involved in the campaign:
  • Chief Marketing Officer: Chris Brandt
  • VP, Brand Creative Director: Tracee Larocca
  • Director of Advertising: Aron North
  • Manager, Brand Experience: Ashley Prollamante
  • Food Consultant: Carolyn Avelino
Each of these people has a social media presence, LinkedIn accounts, and the like. They’re known quantities. A competitive intelligence team hoping to establish some early-warning capacity would do well to follow each of them through social media, just in case one makes an operations security slip.
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Pope Francis and the discipline to win the long game

Pope Francis and the discipline to win the long game | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


This article was adapted from “Winning the Long Game: How Strategic Leaders Shape the Future” by Steven Krupp and Paul J.H. Schoemaker. Krupp is senior managing partner and Schoemaker is founder and executive chairman of Decision Strategies International, a consulting and training firm specializing in leadership development and strategy formulation. Schoemaker also serves as research director of the Mack Institute for Innovation Management at the Wharton School of the University of Pennsylvania..

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Google, Stanford use machine learning on 37.8m data points for drug discovery

Google, Stanford use machine learning on 37.8m data points for drug discovery | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Researchers from Google and Stanford University have used machine learning methods – deep learning and multitask networks – to discover effective drug treatments for a variety of diseases. Deep learning, which deals with many layers in artificial neural networks, enables scientists to synthesise large amounts of data into predictive models. Multitask networks compensate for limited data within an experiment, and allow data to be shared across different experiments.

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Best of the visualisation web… February 2015

Best of the visualisation web… February 2015 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
At the end of each month I pull together a collection of links to some of the most relevant, interesting or thought-provoking web content I’ve come across during the previous month. Here’s the latest collection from February 2015.
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Competitive intelligence skills and talent management

Competitive intelligence skills and talent management | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For many years competitive intelligence skills were often seen to be valuable in only one position, that of a competitive intelligence professional. But over time we have been seeing CI skills expanding and becoming a core part of many different positions throughout the corporation. Talent acquisition is one of the more recent ones.

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Relearning the Art of Asking Questions

Relearning the Art of Asking Questions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Because expectations for decision-making have gone from “get it done soon” to “get it done now” to “it should have been done yesterday,” we tend to jump to conclusions instead of asking more questions. And the unfortunate side effect of not asking enough questions is poor decision-making. That’s why it’s imperative that we slow down and take the time to ask more — and better — questions. At best, we’ll arrive at better conclusions. At worst, we’ll avoid a lot of rework later on.
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CI Best Practices — what does it mean?

CI Best Practices — what does it mean? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Researching the topic of “Best Practices” in competitive intelligence produced some rather disappointing results. There were none that I considered insightful or professionally useful concerning the term.
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How CMOs and CROs Can Be Allies

How CMOs and CROs Can Be Allies | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Chief Marketing Officers (CMOs) and Chief Risk Officers (CROs) may seem to have little in common. The CMO has historically focused on driving growth and brand engagement; the CRO has typically focused on safeguarding the bottom line and minimizing unwanted exposure. But the advent of Big Data, sophisticated modeling techniques, and robust algorithms are opening a door to cooperation and opportunities that have never been possible before.
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