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Quick and Easy Ways to Quiet Your Mind

Quick and Easy Ways to Quiet Your Mind | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

\Neuroscience tells us that, to be more productive and creative, we need to give our brains a break. It's the quiet mind that produces the best insights. \ Here are three specific, quick and easy ways to build purposeful break time into your day..

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Five Debates about Competitive Intelligence that will never be resolved

Five Debates about Competitive Intelligence that will never be resolved | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

the same issues and topics were repeated at every conference. Thinking about this later, it struck me that some debates never die. Like the origin of the species, or left brain vs. right brain. While this may appear to be a waste of time, I think it’s great! Else we might not have anything to argue about – or discuss at conferences, or in linkedin groups! So, I’ve put together a small list of debates that we competitive intelligence professionals endlessly engage in, and which will probably never be truly resolved.

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Intrapreneurs, Catalysts, Champions, etc: The Changing Needs Within Innovation Development

Intrapreneurs, Catalysts, Champions, etc: The Changing Needs Within Innovation Development | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
n part three of this series Anthony Ferrier considers why organizations are seeking ways to identify, engage and drive their employees towards innovative activities, with titles such as Intrapreneaurs, Innovation Catalysts, Innovation Champions, etc.
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What Happens When All Employees Work When They Feel Like It

What Happens When All Employees Work When They Feel Like It | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Chopping up the total amount of work that needs to done in your firm into blocks that suit our human physiology has nothing to do with the actual work. If the total amount of work that needs to be done in a firm in one week equals 20,000 hours, it is just as arbitrary to chop that up into 500 40-hour work weeks as it is to chop it up into 800 blocks of 25 hours. A five-day work week consisting of eight-hour days happens to be the social norm in many of our societies at present, but I have long thought that a company that disrupts that kind of social norm in its industry could potentially build a momentous competitive advantage out of it.
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10 significant visualisation developments: July to December 2014 - Visualising Data

10 significant visualisation developments: July to December 2014 - Visualising Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

To mark the milestone of each mid-year and end-of-year I take a reflective glance over the previous 6 month period in the data visualisation field and compile a collection of some of the most significant developments. These are the main projects, celebrated events, new sites, emerging trends, key personalities and general observations that have struck me as being important to help further the development of this field. Earlier in the year I published a collection for the first 6 months of 2014 and now I'd like to reflect on the second half of 2014. I look forward to hearing your suggestions for the developments you believe have been most significant. And so, as ever, in no particular order...

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Bots Now Outnumber Humans on the Web | WIRED

Bots Now Outnumber Humans on the Web | WIRED | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Everyone knows the story of how the world wide web made the internet accessible for everyone, but a lesser known story of the internet’s evolution is how automated code—aka bots—came to quietly take it over. Today, bots account for 56 percent of all of website visits, says Marc Gaffan, CEO of Incapsula, a company that sells online security services. Incapsula recently an an analysis of 20,000 websites to get a snapshot of part of the web, and on smaller websites, it found that bot traffic can run as high as 80 percent.
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Competitive Intelligence Thought Leaders - Wayne Jones IBM

How do CI teams disseminate information and interact with a large organization?
Why a knowledge management system is a core piece of the puzzle.
Why CI teans need a stakeholder relationship matrix.
How to disseminate important CI information to stakeholders.
The role of outside competitive intelligence vendors.
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9 Thought-Provoking Lessons From the Best TED Talks of 2014

9 Thought-Provoking Lessons From the Best TED Talks of 2014 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

if you'd like to start 2015 with a big dose of inspiration, consider spending some of your viewing time on 47 enlightening speeches published by TED during 2014. To make this prospect as tempting as possible, the TED folks have assembled an eight-minute video of the highlights from these talks which is guaranteed to get you curious about at least a few of them. The TED folks have helpfully broken the talks down by theme, so you can go right for what interests you the most. Taken together, these videos add up to a quick infusion of insight, and some important lessons we should all take away from 2014:

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These Charts Show Which Languages Have The Most Global Influence

These Charts Show Which Languages Have The Most Global Influence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
To find out which languages are the most influential around the world, MIT researchers Shahar Ronen, César Hidalgo, and their co-authors tracked book translations, multiple language editions of Wikipedia, and multilingual Twitter users to see how languages interact with one another. The below graphs show the connections different languages have with one another through these online platforms, forming what the authors call "Global Language Networks."
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Ellen Naylor's curator insight, December 17, 1:41 PM

This global language chart is a good one for #authors to consider for translation of their book. It's a keeper. 

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There Is No Shortage of Leaders

There Is No Shortage of Leaders | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There is no shortage of leaders, and perhaps not even a crisis of leadership. There is a shrinking of collective imagination, a crisis of purpose—and much leadership development, with its overemphasis on leaders’ skills and styles, is complicit in it. We entrust to lead, and follow, not the most skillful among us but those who conform to our expectations of what leadership is. And in our collective imagination —that the leadership-industrial complex reflects and shapes with its images and tales—leadership is still the exercise of influence of the gifted few upon the admiring many, for the achievement of goals that benefit our group.

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From Risk to Resilience: Learning to Deal With Disruption | MIT Sloan Management Review

From Risk to Resilience: Learning to Deal With Disruption | MIT Sloan Management Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
To prosper in the face of turbulent change, organizations need to improve how they deal with unexpected disruptions to complex supply chains. Companies can cultivate such resilience by understanding their vulnerabilities — and developing specific capabilities to compensate for those vulnerabilities.
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Mike Allen's curator insight, December 17, 6:01 PM

Reducing risk is a great psychological motivator but runs counter to innovation so selling risk reduction is more difficult however effective and revolutionary.. Asians seem to work with small frequent changes... Is this linked to the issue of losing face? 

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The Power of Asking Pivotal Questions | MIT Sloan Management Review

The Power of Asking Pivotal Questions | MIT Sloan Management Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Good strategic thinking and decision making often require a shift in perspective — particularly in environments characterized by significant uncertainty and change. What worked in the past simply may not apply in the future. Asking “what if” questions about the future may create discomfort, since answers are often not obvious. But asking such questions also forces you to step back and challenge current assumptions that prevent you from seeing breakthrough solutions. This article builds on our new book, Winning the Long Game: How Strategic Leaders Shape the Future,1 by focusing on the art of asking pivotal questions to improve strategic decision making. (“See “About the Research.”) By presenting six questions that challenge executives to incorporate broader perspectives, our aim is to stimulate out-of-the-box dialogues that help leaders make better choices and find innovative solutions sooner.
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Embrace Your Ignorance | MIT Sloan Management Review

Embrace Your Ignorance | MIT Sloan Management Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The overconfidence of presumed expertise is counterproductive. Instead, data trumps intuition “Most executives aren’t nearly as smart, perceptive or customer-centric as they believe.” So argues Michael Schrage, a research fellow at the MIT Center for Digital Business, in his essay “Embrace Your Ignorance” in this issue of MIT Sloan Management Review. He notes that some managers who conduct inexpensive business experiments and testing via the Web have learned that, more often than not, their predictions about what customers want turn out to be wrong. Schrage thus encourages executives to be open to experimentation and to making decisions based on the results of experiments, rather than acting on their own limited insights and preconceptions.

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Concept for Determining the Focus of Technology Monitoring Activities

Identification and selection of appropriate product and manufacturing technologies are key factors for competitiveness and market success of technology-based companies. Therefore, many companies perform technology intelligence (TI) activities to ensure the identification of evolving technologies at the right time.Technology monitoring is one of the three base activities of TI, besides scanning and scouting. As the technological progress is accelerating, more and more technologies are being developed. Against the background of limited resources it is therefore necessary to focus TI activities. In this paper we propose a concept for defining appropriate search fields for technology monitoring. This limitation of search space leads to more concentrated monitoring activities. The concept will be introduced and demonstrated through an anonymized case study conducted within an industry project at the Fraunhofer Institute for Production Technology IPT. The described concept provides a customized monitoring approach, which is suitable for use in technology-oriented companies. (academic, free)
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How to Use Competitive Intelligence to Gain an Advantage

How to Use Competitive Intelligence to Gain an Advantage | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In a world in which knowledge is power, what you don't know can hurt you. The good news: It's not so hard to find out what your rivals are up to. Some savvy (and perfectly legal) snooping—otherwise known as competitive intelligence—can drive your strategy, soothe your fears about the future, and give your company a competitive edge. In the pages that follow, we will show you how to mount an operation and wring key data points from reluctant sources. We will also explore the often murky line between what's ethical and what isn't
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Market Intelligence Skills Needed by the Year 2020

Market Intelligence Skills Needed by the Year 2020 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Market intelligence professionals expect to be seated at the decision making table with five years, according to the Market Intelligence Trends 2020 survey by Global Intelligence Alliance. Ninety-six percent of survey respondents expect to provide direct input to strategic decision making at their companies. But before a market intelligence professional can truly create any real business impact for their organization however, they need to master three key types of skills; technical, management and relationship oriented skills.
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What Companies Can Learn from Competitor Product Comparisons

What Companies Can Learn from Competitor Product Comparisons | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

If you think that your company doesn’t have a lot of competitors or the threat of more popping up, you may want to reconsider. A product that doesn’t have similar features yet solves the same problem is still a competitor. So how can companies stay competitive and, more importantly, differentiate themselves from the competition? One effective way is to do this is with a competitor product comparison.

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The state of competitive intelligence

Now we are entering into a fourth wave, this one built on big data and social media. New developments in CI combine the secondary search developments of the third wave and add in larger data analytics. These larger data analytics have made more information available to the CI professional than ever before and allow the CI analyst to make comparisons and find correlations among data sets in ways that were not possible in earlier times. Proponents of big data as a new source of CI insights regularly share stories of how analysis can predict what an individual will do based on past actions and the ability of big data to find connections between companies using social media. In this fourth wave, CI questions are really starting to look at what a competitor will do in the future, based on past actions.
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Clinical Competitive Intelligence in Biopharmaceuticals - YouTube

Download Slide Deck: http://www.molekuleconsulting.com/ftp/clinical-competitive-intelligence.pdf ...A quick look into the world of competitive intelligence in biopharmaceuticals and how it can be leveraged for robust success.

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15 Competitive Intelligence questions Product Managers need to answer -- transcript

Modified Transcript. Welcome to another episode of the Competitive Intel Podcast. In this episode, we’re going to talk about some of the key questions that product managers need to ask when they’re conducting competitive intelligence research.

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Five Ways to Make Your Innovation Culture Smell Better | Innovation Management

Five Ways to Make Your Innovation Culture Smell Better | Innovation Management | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
When it comes to fostering continuous innovation, most organizational cultures stink at it. Industry research provides some interesting statistics which highlight that innovation is not easily obtainable and that companies are not innovating fast enough to repel the unrelenting threat posed by new market entrants with declining barriers to entry.
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FRANK FEATHER ~ Business Futurist's curator insight, December 17, 3:40 PM

Without a culture of sustained innovation, most companies will die within 10-20 years of being formed.


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About the Ridge School - Mercyhurst University

About the Ridge School - Mercyhurst University | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The Tom Ridge School of Intelligence Studies and Information Science at Mercyhurst University offers a bachelor of arts degree in intelligence studies, a master of science degree in applied intelligence, an online master of science degree in applied intelligence, and two graduate certificate programs that give students the education they need to pursue a career as an analyst in national security, law enforcement or business sectors.The Institute for Intelligence Studies and Information Science brings together the students and faculty of the Tom Ridge School of Intelligence Studies and Information Science at Mercyhurst University to perform high quality, low cost, open source research and analysis for private businesses and institutions and for governmental agencies through grants, partnerships and contracts. The students and faculty make full use of the theoretical and applied principles taught by the Ridge School to present actionable information for the Institute’s customers and clients. The Institute for Intelligence Studies and Information Science also leverages the expertise of the Ridge School faculty and subject-matter experts to offer a variety of standard and custom intelligence course development and training packages to clients.
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Why You Decide the Way You Do | MIT Sloan Management Review

Why You Decide the Way You Do | MIT Sloan Management Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

How do people process different inputs and make complicated decisions? Variations on this question have engaged researchers for many years, with broad implications for a variety of individuals. But the topic is of particular interest to business executives, who must frequently make decisions. Researchers have long sought to shed light on the inner workings of the human brain and the way people make decisions. In recent years, curiosity about the decision-making process has heated up, attracting academics from fields as diverse as neuroscience, management, behavioral economics and psychology. Here are highlights of a handful of recent scholarly articles that offer intriguing insights into decision making from several disciplines.

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Using Simulated Experience to Make Sense of Big Data | MIT Sloan Management Review

Using Simulated Experience to Make Sense of Big Data | MIT Sloan Management Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In an increasingly complex economic and social environment, access to vast amounts of data and information can help organizations and governments make better policies, predictions and decisions. Indeed, more and more decision makers rely on statistical findings and data-based decision models when tackling problems and forming strategies. Scientists, researchers, technologists and journalists have all been monitoring this tendency, trying to understand when and how this approach is most useful and effective. So far, discussions have centered mainly on analysis: data collection, technological infrastructures and statistical methods. Yet another vital issue receives far less scrutiny: how analytical results are communicated to decision makers. As the amount of data gets bigger and analyses grow more complex, how can analysts best communicate results to ensure that decision makers have a proper understanding of their implications?

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What Will Pharma Do When There Are No More Mega Mergers?

What Will Pharma Do When There Are No More Mega Mergers? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Mega-mergers have been a fact of life in the pharmaceutical industry for decades now, according to a McKinsey article by Myoung Cha and Theresa Loriman earlier this year, “Why pharma megamergers work.” Their report refutes a common belief that such mergers have destroyed value in the pharmaceutical industry. Looking at the activity from 1995 to 2005, the top 20 in pharma merged into 11 surviving companies—heavily concentrating their market power. However, in our own close look at what made these mergers successful then, we have to paraphrase Marshall Goldsmith: “What got the Pharma industry here, won’t get it there.” Leaders of companies in this industry today will have to look beyond just market consolidation for new gains, and instead focus on their own leadership competencies.
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