To overcome the daily infobesity and typical resource constraints for our clients 2Telligence launched its online CI TrackerTM solution; an extremely accessible, insightful and collaborative enterprise Competitive Intelligence (CI) solution from every angle for any business. Through CI TrackerTM, your business can source, capture and share industry insights easier and obtain immediate access to complete insights on all your competitive forces through Open Source, Collective and Collaborative Intelligence.
. if we consider the three relentless drivers of market research in 2013—ensuring research insights are actionable, capturing employees' competitive information and devising effective competitive strategies—will the traditional model still provide businesses the best approach for optimising the use of Competitive Intelligence? Moreover, will your business's current set-up allow you to use CI tools and professionals in the best way?
What is Threat Pattern, and what does your company do? We use intelligence and counterintelligence analysis techniques to protect corporate brands and assets—everything from their computer networks to their reputation. Part of our core advantage is that we collect and analyze information from enormous data clearinghouses, like social media platforms, consumer behavior databases, and public records to unearth trends and patterns. We’re like a specialized threat operations center, strategic communications task force, and think tank for our clients, all synchronized and rolled into one entity..
developing a big data strategy is not easy. A big data strategy requires a data-driven, information-centric culture instead of a culture where decisions are based on raw estimates or gut feeling. There are many things that you need to take into account when developing a big data strategy, while at the same time you need to understand a completely new way of working. One of the things you have to take care of is how to deal with the data you have or need to have. Here are five pre-conditions on how to deal with your data that you should take into account when developing your big data strategy.
Tuesday 17 December 2013 /// 12:00 PM Eastern (1700 GMT). You can’t predict the future, but you can approach it systematically and create a better tomorrow through your daily actions, decisions and commitments.This presentation will guide you toward a deeper understanding of Peter Drucker’s work on the future, and how you can profitably incorporate it into your business, and your professional life. It will spotlight such crucial areas as how to shape the future of your organization and how to determine what Drucker called “the future that has already happened.” You will also learn the 10 elements of Drucker’s work on the future, especially how to create and maintain a forward-focused mindset.
A number of recent pieces by industry thinkers have speculated on ways in which data and analytics can be utilized in new ways that will allow them to have an even greater impact than ever before. Most prominently, these include an increased focus on service and on the identity of groups within a customer base..
Every department within a company today is itching to apply data-driven systems to their workloads. So it’s in the interest of service providers to make data more broadly accessible and productive. That means data must be on-demand, and visually interactive. Most importantly, data analytics must provide insight that decision-makers can take to the bank. Fortunately for the data scientist, data isn’t bankable without the human touch. To fully address the growing matter of automation in analytics software, the Big Data market must move beyond basic Business Intelligence to more comprehensive solutions. So while we have a growing number of tools to store, manage and run data, its interpretation still requires a skill that can’t be automated – human finesse.
Essentially, what I learned from Rock is that our brain chemistry and brain mechanics make us vulnerable to distraction and procrastination.
Our prefrontal cortex is, evolutionarily-speaking, the newest part of our brain. It is often called the executive centre as it is responsible for decision making, planning, scheduling, analysing, strategizing, and basically all of what we are paid to do in law firms. Without your cerebral cortex even thinking “I need to water my plant” would be impossible.
Powerful though it is, our prefrontal cortex is also very sensitive.
Episode 52: – Recipes for Mining Job Postings For more episodes focused on competitive intelligence and market intelligence tips go to: www.cascadeinsights.com/resources. Sign up for podcast updates here.
A congressionally chartered commission, the National Commission for the Review of the REsearch and Development Programs of the United States Intelligence Community, has just issued a report we believe to be of high interest to the analytical community in the intelligence community as well as analysts in any large organization facing a need to optimize spend to tackle large problems..
The difference between competitor intelligence and corporate espionage is generally clear and depends heavily on the methods used to acquire information; covert infiltration into an organisation with a view of stealing information is most definitely corporate espionage and most right thinking organisations will steer clear of that kind of information acquisition activity. However, the mobile revolution has changed the ‘game’ somewhat. If you conduct business in inappropriate places, then expect somebody to listen in on what is taking place.
We utilize linguistic and semiotic analysis that focuses on the language people use to talk about issues operating in decision making. Understanding an individual’s personal point of view is necessary to understand and use to affect people’s behavior.Each of us, when we get an idea, uses a word(s) that represent that idea in our minds. However, that word may not mean the same thing or the same idea to someone else.
Euromonitor International predicts that in 2020, emerging markets will dominate the top five largest economies.The most symbolic shift will be when China overtakes the USA as the largest economy globally. This Q&A will answer some of the key questions about what our forecasts of the world’s largest economies mean and what implications this will have for global consumer market development. Emerging economies are driving global economic growth but advanced economies will retain a competitive advantage with higher per capita incomes and greater consumer market expenditure, while governments in developing countries face challenges in keeping up with the pace of economic growth.
Your industry is changing rapidly and a robust Competitive Intelligence effort should be conducted on an ongoing basis. Competitive Intelligence is a vital tool when dealing with Business Development, Scenario Planning, Mergers and Acquisitions, Intellectual Property, Corporate Governance, recruitment and strategic business wide long term decisions. One of the simplest tasks Competitive Intelligence can perform is to take a look at your competitor’s service provision.
The popular Mythbusters television show has proved and disproved many common beliefs. It’s always fun to watch, whether the myth is busted or confirmed. Would the basic beliefs that drive your corporate strategy survive the Mythbusters?
The technology that has the greatest chance at longevity is that with the capability to work in conjunction with other platforms. Analytics, for its part, has proved its ability to do so in concert with a number of other mediums. Its compatibility with social media, particularly Twitter, arguably serves as the best recent example of this..
In a 2012 survey, 197 human resource executives from global companies said they believe that top leadership groups in the future will have people with greater diversity of experience and “thought styles,” such as making decisions based on analytical analysis rather than gut instinct. They see this kind of diversity as being more prominent than diversity of age, nationality or gender..write in “Developing Tomorrow’s Global Leaders” in the Fall 2013 issue of MIT Sloan Management Review. They note three things to consider, however, about this future vision
Competitive analysis tools are important for organizations to succeed in today’s ever-changing competitive environment. Automating the process of collecting, centralizing, and sharing digital information lets today’s knowledge worker relay alerts and potential threats in a timely manner to decision makers. In our white paper, How to Maximize Awareness And Minimize Uncertainty with clearCi, we explain how decision makers can use competitive analysis tools to decrease uncertainty and make better decisions for winning strategies. (Read McKinsey’s framework to examine the different levels of uncertainty more closely.)
A SHIFT in the world economy’s growth pattern is likely in the year ahead. That is what emerges from a tour of the outlook for different continents and big countries by Leo Abruzzese, global forecasting director of the Economist Intelligence Unit.
Western economies will return to form as many in the East shift down a gear. In fact, America will add more to global economic growth next year than China (at market exchange rates). Other surprises may be in store: Japan, by the same measure, will contribute more than India.
Here’s a wishful vision of the future that’s even more radical than Amazon’s concept of delivery drones or Google’s robots: One day, small businesses will have access to affordable consumer data. Don’t yawn.
Deutsche Post-DHL AG launched a test flight for drone delivery Monday, just about a week after e-commerce giant Amazon.com Inc. stirred a media frenzy by saying it would use drones to bring packages to customers.
When we deliver corporate training, we spend a fair amount of time talking about the differences between market research (MR) and competitive intelligence (CI). In the simplest terms, MR is about extrapolating across a population, and CI is about getting an answer.
Not all managers within a multinational corporation need global expertise. However, it is essential for these companies to have managers who are culturally fluent, who have the capability to appreciate alternative cultural and socioeconomic settings and interpret them from the perspective of the company’s processes, products and personnel.
Managers of the future must be able to understand how to partner or collaborate with organisations founded on very different principles – political or religious rather than economic.
The practical conclusion is that we should turn many of our decisions, predictions, diagnoses, and judgments—both the trivial and the consequential—over to the algorithms. There’s just no controversy any more about whether doing so will give us better results.