Compliance with regulation and managing risk are increasingly vital to the protection of reputation. We will explore why this area is vital to build a competitive and ultimately sustainable brand and how to enhance governance and risk management. If you work in the Manufacturing sector with responsibility for procurement, contracting, HR, legal or regulatory matters, this is a unique opportunity to get legal advice which is focused on the Manufacturing sector and discuss key challenges with like-minded people in your region. This is a forum for sharing experiences, debating market trends, discussing solutions to common problems and networking with industry peers.This is the first group in a series of rolling events which will cover topics relevant to managers and personnel working across all business functions in the sector. Sessions will begin at 8:30am with coffee and pastries and should be concluded for 11am. The sessions will be hosted at our Tees Valley office at Camden House, Prince’s Wharf, Teesdale, Stockton, TS17 6QY.
he belief that digital disruption stalks the Earth, threatening all before it, has only gained in adherents. Nowadays every corporate executive wants to disrupt; the word has become a mark of forward-thinking decisiveness—though it is sometimes attached to strategies that are more about cost-cutting than game-changing. And in Silicon Valley, belief in disruption has taken on a near religious tinge. All that disrupts is good; all that stands in disruption’s way (such as, say, San Francisco taxi companies or metropolitan daily newspapers) deserves to perish. It’s a lot to put on a word that once just meant “to break apart,” and not surprisingly, the disruption-promotion industry has been experiencing a backlash.
challenge the status quo, continue to learn, and seek new opportunities to do things differently. It also helps me ferret out risks to the business if those five whys reveal outdated assumptions about the world. If we are doing something based on old assumptions and the new reality is different, the actions we are taking are potentially wrong and we could be unwittingly damaging our business. I see it as my responsibility to find and defuse those time bombs before they blow up in our faces.
modern competitive intelligence is about tracking the product strategy of a competitor, their social media activity, content strategy, their performance on search engines and the techniques put in practice to succeed. Yet open intelligence is not limited to those sections. In this blog article, I wish to address the growing need for job post monitoring, and the precious insights that strategists can get from it. One of the main aspects of competitive intelligence is to be able to foresee the development of your competitors. By meticulously tracking the job posts of your rivals, you should be able to identify a growing trend in a company.
A comparison of all consumer markets in terms of their expected consumer expenditure annual real growth in 2014 reveals some interesting fast-growing markets that are not among the usual major emerging markets (such as the BRICS and the MINT). Of the top five fastest growing consumer markets of 2014, Malawi and Sierra Leone are somewhat surprising entrants while Turkmenistan and Saudi Arabia are fast-growing markets with sound fundamentals that can offer significant opportunities for consumer goods companies. Mongolia is also a market with promising prospects, but its small population restricts meaningful market expansion
Expectations drive behavior and nowhere more so than when setting prices. A customer’s decision to buy something depends upon more than the tradeoff between benefits and price. It also depends on customers’ expectations and their experience answering this question: how might our behavior influence the prices we have to pay? In this article, Dr. Thomas Nagle and Joseph Zale of Monitor Deloitte’s Pricing & Profitability Management practice examine how to implement effective pricing policies that manage customer expectations and avoid discounts and sales, which hurt profitability. The article also discusses the need for a shift from reactive pricing to policy-based pricing and the essential communication between a company’s leaders and their customers in order to achieve profit over the long term.
Your company wants to be competitive against all those companies that want to be competitive against you. You can learn the secret of training for competitiveness by taking a one-question quiz in this 7-minute video, created by Competing.com co-founders Mark Chussil and Ben Gilad.
Managers should rarely take an important analysis at face value. They should almost always dig into the data and develop a deeper understanding of the hidden insights that lie within. Sometimes there are real gems awaiting discovery. Other times the data contain some truly snarky beasts, and failing to spot them soon enough presages real danger.
Are you a B2B marketer rolling your eyes at the thought of spending precious time on Pinterest? Really, what could Pinterest possibly have to offer you when it comes to marketing your software company? Well, check out this Competitive Intelligence Board and get ready to drink the Pinterest Kool-Aid. Pinterest serves as an incredible source of traffic to your company’s website and provides solid opportunities to gain key competitive intelligence.
Call it Grant vs. Goleman. Two academic heavyweights face off on a topic that every student of leadership and HR cares — or at least hears — a lot about: emotional intelligence. Wharton professor Adam Grant kicks it off with a LinkedIn blog post, “Emotional Intelligence Is Overrated,” arguing that “it’s a mistake to base hiring or promotion decisions on it” and that “even in emotionally demanding work, when it comes to job performance, cognitive ability still proves more consequential than emotional intelligence.” Daniel Goleman, the psychologist credited with coining the term EI (and, full disclosure, a friend), issues his rebuttal, “Let’s Not Underrate Emotional Intelligence,” questioning the specific assessment of EI used by Grant, and referring to the various studies conducted by “The Consortium for Research on Emotional Intelligence.” And the comments fly
With 851 listings raising US$186.6b globally in the first nine months of 2014 (Q3’14 YTD), we are 94% ahead in terms of capital raised compared to the same period in 2013 and 49% by number of deals. Financial sponsors-backed listings (PE and VC-backed IPOs) are a major driver, accounting for 31% of the number of global IPOs and 56% of the proceeds. In fact, 2014 is a record year for PE-backed IPOs, with the first nine months of 2014 surpassing 2013 totals by capital raised.
But beyond my personal sense of satisfaction, there is also a lesson in this simple story. CI positions used to be filled with anyone available from marketing or sales that walked down the hall; that’s no longer the case. The change in the field of CI resembles a change that took place in Finance over several decades. You should learn from history.
In today’s digital world, customers are in charge. Customers know they have choices and demonstrate their autonomy by switching providers when frustrated with their experiences. This point of view highlights some key findings from the annual Accenture Global Consumer Pulse Research and discusses five key behaviors that can help companies know and understand customers and enrich their experiences..
International Conference on Strategic, Scientific and Technologic Monitoring and Competitive Intelligence SSTMCI 2015 (in French VSST) in Granada-Spain (deadline, January 31, 2015) VSST’2015 will be organized with the objective to bring together the researchers, developers, and practitioners from academy and industrial sectors working in all (aspects, sides or facets) of competitive intelligence. The conference will serve as a forum for the dissemination of state-of-the-art research, development, implementations of competitive intelligence systems, methodologies, technologies, and applications. The key objective of VSST’2015, since 20 years, is to create a program that establishes achieves a balance between theory and practice, academy and industry, systems/tools-oriented research and content creation
received over six inches of paper in binders labeled “Strategic Planning” is an understatement. I was told that this was the final work product of the numerous consultants they had retained over the past two decades to help them to come up with their strategic plan. Please believe me when I say that this “work product” must have cost them a hundred thousand dollars in fees not including the opportunity cost of the time of the partners involved in the process. And where had these binders been kept? Well where many law firm strategic plans find themselves – sitting on a shelf gathering dust. A glorified bookend!
Download your complimentary Fuld + Company white paper for an in-depth 3,500-word report addressing the business strategy challenges that healthcare providers, payers, and technology providers in the healthcare system should consider when determining whether and how to deploy telemedicine. Actionable insights include:
how to identify the business and political environments that make it easy (or most difficult) to collect and use competitive intelligence of any sort. I have in mind the comments of a friend who, talking of one (unnamed) country, said that local firms “will tell you what you want to know, that is, what they think you want to hear. It just has little to do with what is actually going on.” In other words, before you try to develop, or hire someone to develop, CI in another country, is there any way to determine how likely it is that you can get reliable CI?
Gartner’s top 10 strategy technology trends have the potential for significant impact on organizations in the next three years. While this doesn’t mean adoption and investment in all of the trends will occur at the same rate, companies should make deliberate decisions about them during the next two years. The trends cover three themes: the merging of the real and virtual worlds, the advent of intelligence everywhere, and the technology impact of the digital business shift.
Predictive analytics is fueling a transformation from a focus on the volume of procedures to the value of outcomes. Predictive tools are helping providers — both doctors’ groups and hospitals — assess patients’ risk of contracting a whole host of diseases and conditions. They can come up with individualized regimens by tapping into electronic medical records to identify the types of patients who are most likely to respond to a particular type of therapy. They can pinpoint treatments that sustain health in a more precise way than ever before. And they can identify individuals who are likely to stop benefiting from a specific regimen at a given time. For the volume-to-value paradigm shift in health care, predictive analytics, though rarely visible, is the essential enabler.
The core drivers to have employees, customers, partners and many other kinds of communities collaborate with each other are obvious: spread knowledge, reduce costs, increase innovation speed and success, share risk, boost market performance and improve operating efficiency. Yet, despite the fact that the promises of social business are overwhelming, Gartner estimates that throughout 2015 about 80% of social business efforts are not expected to achieve the intended benefits. Even more so, many collaboration initiatives leave participants behind with a hangover, generating the opposite effect of what was intended originally. How to make sure you don’t suffer from a collaboration hangover?
Australian organisations can now tap on a rather new concept to help drive business growth and competitive advantage. A combination of business intelligence software and collaboration tools has resulted in what many are calling collaborative business intelligence. Applied to company-wide analytics and reporting, collaborative business intelligence allows for better sharing of data and information and a more team approach to decision making.
Similar to all other spheres of life, 'Effective Communication' is imperative for doing efficient and efficacious outsourced research. Yet during my decade-long experience in this field, I have witnessed projects falling apart, man-hours wasted and relations go sour only because the communication mechanism was malfunctioning. It is important to mark these gaps, identify the problems and make a conscious effort not to repeat them. However, today my objective is not to find fault, but to look at a few examples where effective communication triggered a paradigm shift in the study.
The American Trends Panel (ATP), created by the Pew Research Center, is a nationally representative panel of randomly selected U.S. adults living in households. Respondents who self-identify as internet users (representing 89% of U.S. adults) participate in the panel via monthly self-administered Web surveys, and those who do not use the internet participate via telephone or mail
he trouble with strategic risks is there’s often no historical precedent to draw from to assess their potential nature and impact. Sometimes they’re the product of a visible trend, but often they appear as a surprise. And hard as they are to identify or manage, they are extremely difficult to recover from. Another way strategic risks can be confusing? They’re not just “something to mitigate.” In fact, spotted early and handled well, strategic risks can be the basis for game-changing moves that reorder the field. That’s why smart organizations will develop a system to deal with unexpected change by:
The worldwide “Great Recession,” which got into full swing in 2008 after Lehman’s collapse, sparked heated debate over which organizational structures are best in helping companies weather severe economic crises. Should several local managers have the ability to make important decisions, or should just a few top executives make the aggressive and challenging choices, over layoffs and cost-cutting, that often accompany bad economic times? The answer, according to Nicholas Bloom, who teaches at Stanford Graduate School of Business, is the one that provides more autonomy to its managers. “Decentralization helps firms perform better, particularly in bad times,” says Bloom, coauthor of “Never Waste a Good Crisis? Growth and Decentralization in the Great Recession,” a working paper.