We all have default behaviors. And when we are in the moment, trying our best to perform well, how we handle these automatic reflexes can be the difference between success and failure. It’s these moments that add up to the larger tasks and projects that are our work. Moments in which behavior – what we think, feel, say, and do – is the primary driver of performance. The problem with that approach is that the workplace is too dynamic. Situations rarely repeat. Human behavior is diverse, erratic, and often unpredictable. defaults are dangerous and too often lead to unproductive behaviors and outcomes..
Historically, one very useful competitive intelligence tool has been asking government units, federal, state and particularly local, for information from their records. This is done thanks to a variety of laws known as open records, freedom of information, etc., which required governments to provide information and documents following a written request. They all operate in the premise that the records of government are to be available to the citizens except for certain, limited exceptions.
In the past, this was particularly useful tool for CI, particularly when dealing with existing or planned manufacturing, production, or distribution facilities. Then came 9/11. Since then, the utility of making these requests has declined rapidly.
Ultimately, everyone understands the need to measure something. Knowing how much you spent, what you spent it on, and how much it generated in some form of return – ideally but not always necessarily financially – is a key part of business. But what is often missing from the ROI equation is context. Brands tend to take a myopic view, stating: “We did ‘x,’ and as a result we generated ‘y.’” While we can argue semantics around the appropriate nomenclature (ROI, ROE…) the truth is that measuring the worth of your investment by benchmarking your efforts against your competitors can also provide valuable insights. This Return on Intelligence broadens the definition of ROI to include a comparison of how your efforts are doing against a broad competitive set which could include direct competitors, your industry sector, or brands from other sectors that may also be targeting the same consumer....
The interactive portion of this episode directs your attention towards two thought-provoking discussions taking place on LinkedIn. The first conversation was instigated by the question “Why do BI implementations fail?
Decisions are not made in silos. Ground-breaking and innovative decisions in organizations, in particular larger enterprises, come mostly from teams and rarely from individuals. An effective collaborative environment allows teams of decision makers to tap into the collective brainpower that already exists within the company's walls to help them make more informed decision. Collaboration plays an important role for improving several business intelligence (BI) and analytic processes. Yet enterprises often fail to get the collaborative decision making environment they envisioned. .
Mindset is of course, useful. It helps us interpret the barrage of new information that bombards us daily. And it works, so long as underlying conditions remain essentially the same. But it often fails us in times of radical change (brought on by external factors such as changing market or economic conditions or new technologies, or internal decisions, such as launching new products or entering new markets). Unfortunately, senior executive decision makers, because of their long years of experience – they "know" the business, the customers, the competitors, the technology and the industry – are resistant to changing their mindsets. So, to the question, the real challenge for strategy professionals becomes how to change decision maker mindsets. .
Shree Dandekar, Dell's director of product marketing, at Seth Grime's Sentiment Analysis Symposium in New York. With a passion for invention and technology, and a firm belief that businesses and business people need to integrate themselves into social networking, Shree has been leading Dell and its customers into a new level of social media analytics. In this interview, Shree shares his thoughts about the next data analytics revolution, innovation, the human factor in setting up a data analytics strategy, and Dell’s dedication to facilitating actionable insights for customers by streamlining the information life cycle...
Recently the USGIF published a book entitled “Human Geography: Socio-Cultural Dynamics and Global Security” in which we have a chapter called “Social Media and the Emergence of Open-Source Geospatial Intelligence“. The emergence of social media has provided the public with an effective and irrepressible real-time mechanism to broadcast information. The great popularity of platforms such as twitter and YouTube, and the substantial amount of content that is communicated through them are making social media an essential component of open-source intelligence. The information communicated through such feeds conveys the interests and opinions of individuals, and reveals links and the complex structure of social networks. However, this information is only partially exploited if one does not consider its geographical aspect
This is the third post in our Data Visualization Spotlight series where we showcase how different organizations are using data visualization and analytics to solve their day to day problems.
To maintain its global leadership status, P&G has to continuously keep a tab on market trends, respond rapidly to them and find new opportunities to improve the lives of its consumers. The ability to analyze this massive amount of data is critical to running the business in real-time and being responsive to changes in the marketplace. Under its Ex-CEO Bob McDonald, P&G chalked out an agenda to “digitize ” the company’s processes from end to end to make data easily accessible to its decision makers. Business Sufficiency, Business Sphere and Decision Cockpits were the primary enablers of that agenda.
Luminoso Technologies Inc., a five-year-old startup spun out of the Massachusetts Institute of Technology Media Lab, is part of a larger effort to use artificial intelligence to dig deeper into the minds of consumers by analyzing focus groups and surveys, online forums and social media. Luminoso's software draws from a large database of common knowledge and relationships (such as, "the sun is hot") to understand how words and phrases relate to each other..
Competitive research is vital in developing a business technique for any organization, to obtain competitive benefits in the market. The administrators must know all about the competitors of the industry that it is managing in as well as should have enough knowledge about the competitors, which definitely helps them to set up an ideal technique for the organization. By knowing and analyzing all about the immediate competition, this will enable the company to develop clear, focused and ideal technique that will help them gain competitive advantage.
Love it or fear it, disruption has become the norm in the 21st-century market place. Large companies try to ride it out and catch up so they can remain relevant. Smaller ones try to create it and use it to their advantage to carve themselves a fresh niche in a crowded market place.
The questions that arise: can you plan for disruption? If so, how? And can you ride it out if it happens to you? Discussing it last week in the third Social Media Today #SMTPowerTalk were Eric Enge of Stone Temple Consulting and Rebekah Radice of Rebekah Radice LLC, who have both evolved their own survival strategies to deal with disruption.Disruption is going to happen in business whether you plan for it or not.
Giving memorable and persuasive presentations is more than an art. It's brain science. Over the past few decades, enormous amounts of effort (and dollars) have gone into understanding how the mind works.
While it’s clear that many BI vendors have attempted to address this usability issue highlighted by Cabiro, and thereby address the woeful BI penetration and utilization rates, he argues that the concept of BI 3.0 isn’t a new phenomenon. Rather, Cabiro insists that this emergent class of consumer-oriented BI is merely labelled differently by different interest groups: “Depending on the vendor, the new software class is known by different names: Data Discovery, Advanced Visualization, Visual Analytics, Business Discovery, Self Serve Business Intelligence or what Forrester Research’s James Kobielus calls BI 3.0.” BI 3.0 is about enabling decision-makers throughout an organization to independently explore, create and analyse BI content quickly, while simultaneously:
t’s been a few weeks since LinkedIn first opened their publishing platform to the plebs. The question I’m dancing around is even with the best professional content properties, the best machine-learning algorithms and the largest professional network, why is LinkedIn having a tough time increasing their engagement numbers?
Most decisions in organizations are made by escalating them up the management hierarchy — and it’s usually the highest paid person in the room’s opinion (“HIPPO”) that prevails. The HIPPO model of decision-making will likely always be with us. But with the rise of digital technology, and with it the ability to get immediate feedback from customers and communities, crowdsourcing has become a powerful alternative for driving important decisions. The challenge is finding the right ways to introduce crowdsourcing into your management processes so that it opens up and democratizes decisions, harvesting the accumulated thoughts and perspectives from your customers and across your organization — but without bogging things down.
Choosing the right competitive intelligence software solution can seem like a daunting decision making process. You have a set of unique requirements for an “ideal” software system and you’re searching for the best match. There are a number of CI software vendors all claiming that they have the perfect solution for your CI needs. So, how do you narrow down the selections?.