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Four Innovation Trends to Watch in 2013

Four Innovation Trends to Watch in 2013 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

So here are four innovation ideas — themes, really — sure to gain significantly greater mind- and market-share over the coming year. What do they all have in common? Individual empowerment..

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The Plot to Steal the Color White From DuPont

The Plot to Steal the Color White From DuPont | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Most trade-secret theft goes unreported. Companies worry that disclosing such incidents will hurt their stock prices, harm relationships with customers, or prompt federal agents to put them under a microscope. Theft of trade secrets also rarely results in criminal charges because the cases are time-consuming and complicated, and it’s often difficult to win a conviction for conspiracy to commit espionage
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Getting beyond the BS of leadership literature | McKinsey & Company

Getting beyond the BS of leadership literature | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
This consuming interest in leadership and how to make it better has spawned a plethora of books, blogs, TED talks, and commentary. Unfortunately, these materials are often wonderfully disconnected from organizational reality and, as a consequence, useless for sparking improvement. Maybe that’s one reason the enormous resources invested in leadership development have produced so few results.
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Global Economic Outlook Q1 2016 - Deloitte

Global Economic Outlook Q1 2016 - Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In the first-quarter edition of Global Economic Outlook, our far-flung economists examine the global economic environment and offer their thoughts on the current situation and the likely future path. Eurozone, strengthening the recovery; China, no reversal of slowdown yet; India, go beyond borders to grow beyond borders; Japan, uneasy is the economic tide; UK, counting on the consumer; economic instability in emerging markets.

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How technology is changing M&A - EY

How technology is changing M&A - EY | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Globally, merger and acquisition (M&A) rates continue to soar. In 2015, global M&A reached a total value of US$3.8t with record-breaking deals in multiple sectors, according to Mergermarket figures. There are a variety of reasons for this — some are strategic, such as consolidation within sectors and the search for cross-border growth. Others are financial, with debt remaining cheap and corporate coffers still bulging. Then, there is the current wave of confidence across boardrooms, aligned to the growing threat of shareholder activists. However, technological innovation at the transaction level is also helping to spur the market. Online applications, such as IBM’s M&A Accelerator are allowing dealmakers to manage transactions more efficiently. Tools such as EY’s Cyber Econ make due diligence more thorough and big data and social media analytics mean that dealmakers have access to more information on targets than ever before.

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Increasing Agility to Fuel Growth and Competitiveness - Accenture

Increasing Agility to Fuel Growth and Competitiveness - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

To drive profitable and sustainable growth, companies must identify activities that drive value, take out costs that aren’t contributing to business goals and reinvest those savings into growth initiatives that improve competitiveness. Accenture Strategy research found that 82 percent of companies are focused on cost reduction to free up funds to invest in growth initiatives, yet only 36 percent strongly agree they are able to sustain benefits of cost reduction programs.

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When does brainstorming work best?

When does brainstorming work best? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Conventional wisdom says brainstorming works best when people from different departments or groups come together to think of new ideas or solve problems. But research from Sarah Kaplan, senior fellow at Wharton’s Mack Institute for Innovation Management and a professor of strategic management at the Rotman School of Management at the University of Toronto, shows that diversity is not enough. What is also necessary is in-depth expertise of the topic at hand. Those two factors together result in truly innovative ideas and also yield the highest economic value.

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Precognitive Antitrust and Disruption

Precognitive Antitrust and Disruption | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

disruption when it potentially arises what potentially disrupted incumbents will try and do is acquire the disruptive entrant rather than be disrupted by them. Consequently, incumbents have an important tool in their arsenal that can be deployed if they face existent threats. IPOs have fallen out of favour with start-ups either because founders don’t want to lose control or because of higher regulatory burden and a consequence of that is acquisitions are an easier exit path. Cuban sees this as suppressing future competition.

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Can the world adjust to China’s ‘new normal’?

Can the world adjust to China’s ‘new normal’? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

China is changing its growth strategy: what does that mean for the rest of the world? In 2015 and early 2016, however, worries over the pace of growth and composition of China’s economy and its policy-making skills have led to a significant and rapid change of sentiment. For countries increasingly dependent on a newly questionable Chinese growth model, could their relationships with the world’s second largest economy have become an economic liability rather than a strength? And, as the Chinese economy shifts, could Beijing’s geo-economic influence change too?

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How to Benchmark Cash Flow Using Competitive Analysis

How to Benchmark Cash Flow Using Competitive Analysis | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Luckily, there’s an easy way to measure benchmark against competition: look at the data. Specifically, there are several KPIs hidden within public financial data that, if used comparatively, can reveal some powerful insights. Here are four metrics worth their weight in gold:

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How Media Monitoring & Analysis Lead to Better Competitive Intelligence

How Media Monitoring & Analysis Lead to Better Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
’ Too often, companies focus their CI efforts on competitors. It’s a reasonable assumption, after all, because both words come from the same root. But competitive intelligence goes beyond what your cross-town—or global—rivals are doing. Here are three ways you can enhance the value of your competitive intelligence.
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Data-driven Competitive Intelligence – The Ultimate Business-winning Axis

Data-driven Competitive Intelligence – The Ultimate Business-winning Axis | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
yesterday’s rules for a given game may no longer apply today. This is what makes the business environment evermore challenging. And this, by itself, clearly demonstrates that countries and companies need to invest in competitive intelligence (CI) to stay afloat and ultimately succeed. CI is the window to look into the dynamics of your competitors. CI can generate extremely valuable information from your competitors’ viewpoints, especially their relationship with customers and how they perceive the market.
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4 Reasons to Invest in Regulatory Intelligence

4 Reasons to Invest in Regulatory Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Justifying the need for regulatory intelligence (RI) investments is uniquely challenging—so where do you even begin to convince your organization that RI has value? Here’s what your organization may not know.  In general, what is the true value of being able to provide superior strategic insights to your management team?

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Knowing when corporate headquarters adds rather than subtracts value | McKinsey

Knowing when corporate headquarters adds rather than subtracts value | McKinsey | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
We have been experimenting with three simple tests that help companies reduce the risks of unproductive interference by head offices.1 They entail asking whether the project adds significant value, whether there are risks of unintended value subtraction, and whether the initiative will encounter barriers to implementation. In this article, we’ll describe the application of these tests to one company’s recent efforts to improve its websites, as well as another company’s initiative to make its sales force more effective (see sidebar, “Failing to surmount the barriers”). But analytical tools alone are not enough, so we also reflect on how to improve the dialogue between business units and the center. That interaction is critical to the effectiveness of the three tests.
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China: Years of Decline? INSEAD

China: Years of Decline? INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

China’s 2015 growth rate sent shivers through global markets, but the country added the equivalent output of Malaysia and the Philippines to its economy last year. China has been the unfortunate scapegoat for many of the world’s economic distortions in recent years. Its unparalleled growth since 1980 threatened jobs in other markets. Its “socialist market economy” challenged orthodox believers in the efficiency of the (free) market. Its flexing of financial muscle in global bond markets questioned the premise that only advanced economies are rich, while emerging countries are poor. Now that China seems to be in decline, worries are rising over its huge overcapacities, stock market turmoil and falling demand for raw materials

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Accelerating growth and making it Exceptional - EY

Accelerating growth and making it Exceptional - EY | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Whatever your company’s growth aspirations, whether it’s to grow from local to global, from private to public, from challenger to leader or from millions to billions, there is one question we hear all the time: how do I accelerate growth and make it sustainable? To help answer this question, we’ve used our experience in dealing with the world’s fastest-growing companies to create the EY 7 Drivers of Growth, a framework that helps companies to align their capabilities with their growth strategy. In this edition of Exceptional, we outline the framework and tell the stories of seven successful companies, each of which has benefited by focusing on one of these Growth Drivers.

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Firepower Index and Growth Gap Report 2016 - EY

Firepower Index and Growth Gap Report 2016 - EY | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In 2015, biopharmaceutical industry mergers and acquisitions soared above 2014’s record US$200 billion aggregate value. With the US$160 billion Pfizer/Allergan megamerger announcement, the year’s deal-making frenzy has vaulted over US$300 billion. The major strategic forces that shaped 2014 continued into 2015, as specialty pharmaceutical companies led by Valeant, Endo and Teva, as well as big biotechs such as Celgene, took advantage of historically low interest rates to pursue focus, scale and growth opportunities. But big pharma, although involved in a few significant deals, notably the blockbuster “Pfallergan” combination, remained largely on the sidelines. This reluctance — chalked up at times to the high valuations enjoyed by target companies — was particularly striking given the industry’s largest players’ “growth gaps” (see box for definitions).

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Faster Than Thought: DARPA, Artificial Intelligence, & The Third Offset Strategy

Faster Than Thought: DARPA, Artificial Intelligence, & The Third Offset Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
“You don’t want to overload the human with all that information. You want to give them exactly what he or she needs to make the decision,” said Prabhakar’s deputy, Steven Walker. You want the computer to keep track of all the complex actions by manned and unmanned systems, friendly and adversary; do an analysis; and present “two or three courses of action” for the human to choose among.
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9 Ways to Elevate Your Business Performance with Mind Mapping

9 Ways to Elevate Your Business Performance with Mind Mapping | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

How can mind mapping help businesses elevate performance and strive towards innovation? Every entrepreneur or business professional will agree that an exceptional business performance is what drives the company and exemplifies a solid base for success, amongst great competition and fast moving markets, always hungry for innovation and groundbreaking products or services.

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How To Speak C-Suite: An Interview with Nic Read

How To Speak C-Suite: An Interview with Nic Read | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In this episode, we cover how to engage with C-Level executives, what B2B marketers need to do better to reach the C-Suite and more: How to engage with C-level executives for B2B market research studies; What happens to the buyer’s journey when B2B marketers rob their salespeople of conversational opportunities; The distinct and separate roles that B2B marketers and sales teams should play; How B2B market research vendors should respond to RFPs.

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The Best Ways to Conduct Digital Competitive Intelligence

The Best Ways to Conduct Digital Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Today, it’s just as important for SMBs to do a similar exercise on how other firms in the same sector are operating in the digital world. In fact, it may be even more important than traditional reconnaissance in business because digital technologies may be allowing competitors to target Canadian customers from far-flung geographies. When you do it right, putting effort into digital competitive intelligence will not only show you what you’re up against. It will also allow you to benchmark yourself on the investments in technology you’ve made so far, and point you where you’ll need to spend in the future.

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Multi-tasking and competitive intelligence

Multi-tasking and competitive intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Previously, I have written about CI analysis, with tips on what to do and not to do to keep your mind sharp and to do it well. There is more to add. Here, I want to talk about that vital contemporary skill – multi-tasking. Multi-tasking means you have developed the ability to talk on the phone while working on a memo and reading incoming emails copied to you. It is a critical skill for surviving corporate information overload. Mastering it makes you more productive. Right? Wrong!

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Competitive Intelligence in Companies: The Good, The Bad, and The Ugly

Competitive Intelligence in Companies: The Good, The Bad, and The Ugly | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Almost all of the Fortune 500 companies today recognize the need for competitive intelligence (CI), though not all interpret the role the same way. The vast majority of these large companies designates dedicated intelligence analysts but also assigns CI responsibilities and training to managers in market-facing functions such as business development, marketing, strategic planning, product management, and innovation.
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The Power of Competitive Intelligence in Marketing

The Power of Competitive Intelligence in Marketing | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The digital world is evolving at a never before pace. With Big Data and other data science technologies coming into play, businesses are now discovering the power of competitive intelligence in marketing
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Why Social Media Competitive Intelligence Is Your New Secret Weapon

Why Social Media Competitive Intelligence Is Your New Secret Weapon | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

If someone looked at your browser history, how many times would your competitors’ social media profiles appear under the “Recently Visited” list? Probably more than you’d care to admit. We all creep the competition’s social media profiles; after all, we want to see what we’re up against. But there’s a much better way to understand how your brand compares to the competition and use this information to inform your business strategy: social media competitive intelligence.

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