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4 Good Reasons Why Culture Is More Important Than Strategy

4 Good Reasons Why Culture Is More Important Than Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

“Strategy will only succeed if it is supported by the appropriate cultural attributes. Late last year, Booz & Co. released research in Strategy +Business showing “Why Culture Is Key.”  These research results on the importance of culture to organization success. The research is quite good, but these four key points in particular stood out (all quotes from the research):

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How to Innovate in a Regulated Industry

How to Innovate in a Regulated Industry | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Experiment on the organization the same way you would on a product. Test different variations of your organization adapted to lean and vice versa. Innovation begins with culture, and culture begins with leadership. Leadership determines how authority is distributed within the layers of management, and it’s up to the C-suite to align stakeholder incentives to unlock creativity and rapid innovation. We suggest three strategies for organizational leaders to pursue:

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The road to digital success in pharma | McKinsey & Company

The road to digital success in pharma | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Pharmaceutical companies are running hard to keep pace with changes brought about by digital technology. Mobile communications, the cloud, advanced analytics, and the Internet of Things are among the innovations that are starting to transform the healthcare industry in the ways they have already transformed the media, retail, and banking industries. Pharma executives are well aware of the disruptive potential and are experimenting with a wide range of digital initiatives. Yet many find it hard to determine what initiatives to scale up and how, as they are still unclear what digital success will look like five years from now. This article aims to remedy that. We believe disruptive trends indicate where digital technology will drive the most value in the pharmaceutical industry, and they should guide companies as they build a strategy for digital success.
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The future of applications in Consumer Goods - Accenture

The future of applications in Consumer Goods - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Consumer goods companies are facing significant challenges as they move into the digital future. Although technologies, competition and consumer expectations are evolving at hyperspeed, business applications are slow and struggling to keep up. To seize the digital opportunity, consumer goods companies need to fundamentally rethink how applications should be built and deployed. Below lists the three new strategies for application development which are becoming increasingly important.

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3 Ways CPG Companies Can Outperform the Competition

The consumer packaged goods (CPG) industry is highly saturated with businesses ranging from corporate giants to young startups  competing for a share in the market. After breaking into the marketplace and landing your product on retail shelves, it can be challenging to maintain and grow your customer base. The three tips outlined below are examples of how small and medium-sized CPG companies  can beat their competitors’ sales in the retail arena.
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Competitive Intelligence (video)

We'll show you how knowing what's in your market can help you succeed in your business. Presentation given at the Tinker and the Primes Conference in Midwest City, OK

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A Major Enemy Of Success: Entropy - Forbes

A Major Enemy Of Success: Entropy - Forbes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Organizations can suffer from strategic entropy. Different people would give you different statements of the what the organization is for, who its customers are, or what its competitive advantage is supposed to be. And even if they can give a coherent account of the strategy, observation shows that much of what they do has nothing to do with achieving it. Low strategic entropy means that everyone would give you the same statement of the strategy, but they wouldn’t need to because you could deduce it from what they do.

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Making Decisions in a Complex Adaptive System

Making Decisions in a Complex Adaptive System | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

At first, poaching stars from competitors or even teams within the same organization seems like a winning strategy. But once the star comes over the results often fail to materialize. What we fail to grasp is that their performance is part of an ecosystem and removing them from that ecosystem — that is isolating the individual performance — is incredibly hard without properly considering the entire ecosystem. (Reversion to the mean also likely accounts for some of the star’s fading as well). Three Harvard professors concluded, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”

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The insight-driven organization: Management of insights is the key - Deloitte

The insight-driven organization: Management of insights is the key - Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

While organizations have started relying on insights, rather than intuition, to make decisions, to become a truly insight-driven organization, companies must learn to not only generate insights, but understand and apply them well. How can organizations make decisions on the basis of rigorous, data-based insights rather than experience or intuition? If companies are serious about becoming insight-driven organizations, they should focus on how insights are framed, created, marketed, consumed, and stored for reuse. Tom Davenport

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Consistency Drives Success at Telus

Consistency Drives Success at Telus | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In many organizations the bias is to change often -- simply to appear to be doing something different. But the bias at Telus, the Canadian telecom giant, was always not to change. Telus demonstrates many of the usual characteristics of “good management,” such as a focus on execution, people, and talent, as well as clearly articulated goals. But there’s more to the story of the company’s ascent. A closer look reveals an organization that has demonstrated an unusual consistency of focus, in terms of both its business strategy and its culture.

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Acquiring and Managing Competitive Information

Acquiring and Managing Competitive Information | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Nobody’s business operates in a vacuum. Your company is surrounded by a network of clients, vendors, collaborators and competitors. Everyone in that network has their own challenges that they’re dealing with. Some of it won’t impact you and some of it will. The key is to maintain awareness of the world outside your own little bubble.

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A Red-Hot Tesla Burns Rubber on Consumer Reports

A Red-Hot Tesla Burns Rubber on Consumer Reports | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Tesla Model S P85D sedan just broke the Consumer Reports rating system. By definition, a car can’t exceed a score of 100 on the road test. But after the P85D racked up a score of 103, Consumer Reports was forced to create a new benchmark for the system and overhaul the ratings process.

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100 Missions d’Intelligence Economique - 100 missions of Competitive Intelligence

100 Missions d’Intelligence Economique - 100 missions of Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Le livre 100 missions d”Intelligence Economique d’Inès Elhias et Nicolas Moinet est paru aux éditions l’Harmattan. Ce livre qui sera très utile aux ETI, PME et PMI, présente 100 missions diversifiées d’Intelligence Economique. suit ensuite un  chapitre présentant quelques clés  pour aborder l’Intelligence Economique, suivi  par une série d’Interview (Philippe Clerc, Christian Harbulot, Thomas Ollivier, Sandra Martin, Bernard Carayon, Aline Hurault, Henri Dou). Une dernière partie présente le Master d’Intelligence Economique de l’Université de Poitiers.

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Here's the best way to tell if someone's lying, according to science

Here's the best way to tell if someone's lying, according to science | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Humans are notoriously poor lie detectors. In scientific experiments, our accuracy levels are only slightly greater than chance — and sometimes lower. The problem is that most of these experiments focus on people's ability to spot untruths on their own. What would happen if people pooled their cognitive resources and worked together to suss out dishonesty?

That's the premise of new research led by Nadav Klein, a doctoral student at the University of Chicago, and Nicholas Epley, Ph.D., a professor there. The study found that groups are significantly better at detecting white and high-stakes lies than individuals are.

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The evolving competitive landscape

The evolving competitive landscape | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The past six months have set the stage for a significant competitive shift in the government technology solutions market, as companies adapt to changing procurement dynamics, budget priorities, and public valuation trends.
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The Internet of Things: Five critical questions | McKinsey & Company

The Internet of Things: Five critical questions | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The Internet of Things (IoT) is evolving rapidly. In these short videos, McKinsey’s Michael Chui poses five critical questions about its development to experts ranging from MIT Media Lab director Joi Ito to Google’s Advanced Technology and Projects group deputy director Dan Kaufman to Cloudera cofounder and chief strategy officer Mike Olson to O’Reilly Media founder and chief executive officer Tim O’Reilly. An extended and edited transcript of their comments follows.
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Intel Marines eligible for free degree programs

Intel Marines eligible for free degree programs | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Enlisted intelligence Marines in nearly 20 specialties can now complete an undergraduate or graduate degree at the National Intelligence University in Washington, D.C., one of several incentives offered to help stock the chronically undermanned field. Others include instant promotions for lateral moves, big re-enlistment bonuses and above average promotion opportunities..

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Data Analytics vs. Gut Instinct – Which Are You Trusting?

Data Analytics vs. Gut Instinct – Which Are You Trusting? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Data analytics and human intuition, when working in harmony, can drive talent acquisition results unparalleled by anything before it. Higher return on investments, longer retention, better performance, increased customer satisfaction, and an improved company culture are just a few of the many benefits that comes with using analytics and good decision making in the hiring process. However, favoring the subjective “gut instinct” over an objective, data driven decision can hinder an organization from gaining these benefits and more.

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How people engage with data visualisations

How people engage with data visualisations | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

On the Chartered Institute of Library and Information Professionals (CILIP) website, Professor Helen Kennedy, the leader of our Seeing Data research project, has posted an article about 'how people engage with data visualisations and why it matters'. Helen offers some insights for creators and consumers about the identified range of factors which affect people’s engagements with data visualisations, as well as profiling the skills of visualisation literacy and resources for improving understanding of data visualisations.

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Bias from Association: Why We Shoot the Messenger

Bias from Association: Why We Shoot the Messenger | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

We automatically connect a stimulus (thing/person) with pain (fear) or pleasure (hope).  As pleasure seeking animals we seek out positive associations and attempt to remove negative ones.  If you yourself happen to be the messenger, it might be best to deliver the news first and appear in person later to minimize the negative feelings towards you. If, on the other hand, you’re the receiver of bad news, it’s best to follow the advice of Warren Buffett, who comments on being informed of bad news:

"We only give a couple of instructions to people when they go to work for us: One is to think like an owner. And the second is to tell us bad news immediately – because good news takes care of itself. We can take bad news, but we don’t like it late."

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Even for Companies, the U.S. Is Split Between Haves and Have-Nots

Even for Companies, the U.S. Is Split Between Haves and Have-Nots | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The worldwide trend of rising economic inequality applies not only to individuals. Consider what’s happening among corporations. Companies in the top one-fifth of profitability earn, in aggregate, about 70 times more economic profit (accounting profit less cost of capital) than those in the middle three-fifths combined, according to McKinsey’s database of 3,000 large, publicly listed, nonfinancial U.S. firms. Moreover, the economic profit of companies that were in the top fifth in 1997 (at the start of the dataset) grew by close to 50% over the subsequent 15 years, so that the gap between the most and least profitable firms in the sample increased over time. Sound familiar? Even in the corporate world, the rich are getting richer.

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Corporate Strategy – The Role of the Board

Corporate Strategy – The Role of the Board | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A well-articulated corporate strategy enables the Board and Management navigate through turbulent times. Corporate strategy is the overall scope and direction of an organization and the way in which its business operations work together to achieve particular goals in the short, medium and long term. A pivotal role of the Board of Directors is to provide leadership in the development and execution of a Strategic Plan for the organisation. The Board is responsible for defining the company’s strategic goals and ensuring that its human and financial resources are effectively deployed towards attaining those goals.

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The New and Improved Defend Trade Secrets Act of 2015! Now Featuring a Lockbox

The New and Improved Defend Trade Secrets Act of 2015! Now Featuring a Lockbox | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


On July 31, 2015, TSW continued our reporting of the continuing saga of Congress’ attempts to establish a federal right of civil action for trade secrets misappropriation by covering the introduction of the “Defend Trade Secrets Act of 2015” (“2015 DTSA”). The 2015 DTSA was introduced in identical form in the House (H.R. 3326) by Rep. Doug Collins (R-GA) and in the Senate (S. 1890) by Sen. Orrin Hatch (R-UT). In prior posts, we covered the introduction of the Defend Trade Secrets Act of 2014 in both the House (the “2014 House Bill”) and the Senate and outlined the differences between the two, noting that the 2014 House Bill was much more protective of defendants facing ex parte seizure orders.

The 2015 DTSA follows in the footsteps of the 2014 House Bill, not only maintaining these protections, but augmenting them, particularly with adding new and improved security features for a party’s trade secrets and confidential information. Here’s a summary of the new protections and restrictions added to the 2015 DTSA as compared to the 2014 House Bill..

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Long-range Intelligence?

Long-range Intelligence? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

I am not a great believer in using CI to develop long-range intelligence reports. Why? The first reason is that such a program can be costly and worse, difficult to justify, from a cost-benefit position.

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Some Pig! Competitive intelligence

Some Pig! Competitive intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In CI, what happens is when we research things, we often have to look over a broad area, and, at first, determine what is likely to be important and what unimportant.  This is where, initially, misdirection can set in.  Now here, I’m not dealing with misdirection that is purposeful by the targets, although that can happen as well.  What I’m dealing with is misdirection because of your focus..

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Three Steps To Avoid Squandering Emerging Market M&As - Forbes

Three Steps To Avoid Squandering Emerging Market M&As - Forbes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Mergers and acquisitions (M&As) usually fail. For decades, research has shown a failure rate of at least half, and more recent studies suggest the number is upwards of 80 percent. Yet corporate boards and executives continue to pursue acquisitions with almost reckless abandon. Despite years of M&A “experts” warning that deals ought to be done differently, things haven’t changed. The failure rate remains embarrassingly high. Perhaps the problem lies with the companies doing the deals. Blame cannot fall solely on researchers for poor market intelligence, accountants for bad WACC calculations or lawyers for bad deal structures. Deal failure often comes down to simple corporate hubris – companies think they know how to do acquisition deals when they really don’t.

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