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Refocusing Your Social Strategy: When Competitive Metrics Don’t Make Sense

Refocusing Your Social Strategy: When Competitive Metrics Don’t Make Sense | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Competitive analysis isn’t always easy. Many factors influence which brands you should view as social competitors. Sometimes those you stand to learn the most from aren’t your closest competitors by market share. Focusing on the wrong metrics or competitors can sometimes leave you with unexpected results and an unclear path for how to act on your findings.

 

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It’s Showtime - competitive intelligence at tradeshows

It’s Showtime - competitive intelligence at tradeshows | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

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One of the most effective uses of your competitive intelligence skills, whether basic or advanced, is to “work” a tradeshow or conference. What I want to do now is to give you a couple of hints about how to prepare for such an event.The first thing you have to establish is to answer the question: why are you going to this tradeshow? If you’re going there solely to represent your company, and expect to be anchored to its table or booth or stand, then you have limited opportunities to develop CI. However, you should be prepared to listen carefully to what customers and potential customers of yours may say to you in their visit to your booth. In fact, if you can really engage them in conversations, try – very gently – to elicit from them what they may have heard from a competitor at the show.

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Marketing Procurement Business Intelligence

This WFA and Decideware Webinar explores how marketing sourcing teams can better leverage data to make smarter, more effective strategic sourcing decisions. This webinar covers:
- How marketing sourcing organisations currently handle data;
- Ownership and management of data sets and their usage;
- Where opportunities lie for better reporting and visualisation.

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How is technology changing leadership?

How is technology changing leadership? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
As the world becomes increasingly complex and connected, demands on our leaders are multiplying, fragmenting and accelerating. What does it mean to be a leader in a time where technology is shifting social norms, transforming economies and changing the nature of relationships? Does the model of hierarchical heroic leadership remain viable? What other forms of leadership might be appropriate to respond to the new context?
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One SME’s Quest to Find a New Path and It Is Blue Too

One SME’s Quest to Find a New Path and It Is Blue Too | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

EMG provides data and intelligence for owners, lenders and occupants of facilities across the United States by conducting technical assessments required through the life cycle of real estate. Whether the needs are a result of transaction, strategic or capital planning, energy efficiency, or the execution of branding or maintenance projects, the company has been on a blue ocean journey for the past few years. Headquartered in Maryland, USA, EMG serves clients large and small who are faced with making or executing significant decisions in their real estate portfolios. Nestor Benavides, the President of EMG, is leading EMG’s blue ocean journey. His objective: to transform EMG from a red ocean player to a blue ocean pioneer. The Blue Ocean Strategy Team spoke to Benavides to learn more about EMG’s journey.


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Webinar: Advancements in Pharmacovigilance and Regulatory Intelligence

- Why pharmaceutical companies are rapidly adopting new approaches to pharmacovigilance and regulatory intelligence
- How to dramatically mitigate risk exposure, reputation loss, legal action and penalties
- How these advancements have already revolutionized several highly sensitive industries such as patent research, intelligence and the legal industry
- How to stay current with the most relevant regulations, industry news, competitive intelligence and internal research, with less time and effort. (recorded webinar, 54 minutes)

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Many CEOs Aren’t Breakthrough Innovators (and That’s OK)

Many CEOs Aren’t Breakthrough Innovators (and That’s OK) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Innovation is widely regarded as important to long-term business performance. However, CEOs often don’t have the career background and education that would equip them to personally lead the process of new product development. So, to achieve higher performance, should company boards and investors choose CEOs with the expertise that would better qualify them to lead innovation? Our research suggests that in certain industries—where breakthrough innovation is critical for growth—they should. But in many sectors, breakthrough innovation is often not as important to performance as it’s perhaps made out to be.

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Is ASEAN Ready to Become a Single Market?

Is ASEAN Ready to Become a Single Market? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Four months out from the December 31 deadline, how close is ASEAN to achieving its single-market goal? At the recent Southeast Asia Summit 2015 in Kuala Lumpur, Malaysia, that question was at the top of the agenda. Stephen Groff, vice-president for East Asia, Southeast Asia, and the Pacific at the Asian Development Bank, a position he has held since October 2011, has been an advocate of the AEC, arguing that further regional integration would boost economic growth and improve the living standards of ASEAN’s 600-plus million citizens. Knowledge@Wharton spoke with Groff during a break in the summit.
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How to Build a Sustainable Blue Ocean

How to Build a Sustainable Blue Ocean | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What separates high-performing and sustainable market-creating strategies from those that fail to last? How can you ensure that the blue ocean you are creating is sustainable? The answer comes down to a holistic understanding of strategy and alignment of three strategy propositions: the value proposition, the profit proposition, and the people proposition. For any strategy to be successful and sustainable, an organisation must develop an offering that attracts buyers; it must create a business model that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy. While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organisation, sustainable strategy execution is based largely on a motivating-people proposition.

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from ‘foresight’ practices to the sociology of prospection?


Some social scientists also use the term ‘techniques of prospection’. These methods are used to take this beyond a purely cognitive process, e.g. via formal model-based simulations and forecasting or scenario-based exercises, and attempt to make futures present in a range of ways. Most dictionaries define prospection as either the act of looking forward or the act of anticipating and contrast it with retrospection. I find prospection and techniques of prospection to be more straightforward and clearer terms than “futures” methods or “foresight process” or other such terms which are also used. They also have a link to the French ‘la prospective’ approach which is associated with Michel Godet and Gaston Berger.

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Economists' Tribal Thinking

Economists' Tribal Thinking | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


In short, the answer is that networks of experts can become captured by silos, in the sense of displaying blinkered thinking and tribal behavior, even if they work in different institutions and countries. “Why did the crisis happen? It was partly about epistemology, the knowledge systems that we used,” Paul Tucker, the deputy governor of the Bank of England, later observed.

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Just Say No

Just Say No | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In a new book, leadership expert Ira Chaleff argues teaching employees to disobey orders is an essential management safeguard. Rather, we can short-circuit the ingrained habit of employees to automatically obey orders by teaching them to follow a formula that Chaleff distills as: Understand the mission of the organization, the goals of your activities, and the values that are supposed to govern how you achieve those goals;

 If you receive an order that seems to violate the mission, goals, or values, ask for clarification. Then, further evaluate the order to determine the source of the problem (whether it involves safety, legality, morality, etc.); Consciously decide whether to obey the order or whether to resist it and offer an acceptable alternative if possible; and Assume personal accountability for whichever choice you make.

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What is happening to strategy?

What is happening to strategy? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Is it really outdated or are we rushing into the wrong direction? While there is clearly room to improve the way how companies develop and execute strategies, it seems that the business community is blindly switching from one extreme (5 years strategic plan) to another (no strategy). What appears to be ignored is just how many resources are burned by operating in a continuous stage of experimentation. How much potential is lost by rushing into projects without defining goals, insights, and clear opportunities.
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Eloquens's curator insight, September 3, 6:28 AM

Fascinating views that stop us in our tracks and make us think.

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Why Firms Need to Change the Way They Measure Productivity - Knowledge@Wharton

Why Firms Need to Change the Way They Measure Productivity - Knowledge@Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Macroeconomists assume that technological change is biased and increases labor productivity alone, while the literature on productivity assumes that it increases the productivity of all factors equally, or that technological change is Hicks neutral. A new paper, “Measuring the Bias of Technological Change,” from Ulrich Doraszelski, Wharton professor of business economics and public policy, and Jordi Jaumandreu, senior academic researcher at Boston University, shows that the truth is somewhere in between. “We are the first to provide numbers to back up this claim,” Doraszelski says. “Our paper has the potential to change how economists think about technological change and how they account for it in their models.”
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Shifting tides: Global economic scenarios for 2015–25 | McKinsey & Company

Shifting tides: Global economic scenarios for 2015–25 | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Three interlinked factors have the potential to shift the global economy from one long-term outcome to another: aggregate demand, structural challenges, and diverging growth patterns. First, in the near term, the major economies continue to struggle to achieve self-sustaining growth in aggregate demand. This continues despite years of monetary and fiscal stimulus, as well as the recent drop in oil prices. Second, the world’s major economies face long-term structural challenges, including rising debt loads, aging populations, and inadequate or aging infrastructure. Success or failure in resolving these structural challenges will determine the speed of long-term growth in these economies. Third, the world’s major economies have increasingly diverged in the last few years. In the past, global integration has driven convergence. The prospects for further integration have become less certain. The global financial shock was followed by years of weak growth and concerns over rising inequality. The path to renewed and stronger growth remains elusive.
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10 challenges HR faces in a global company

10 challenges HR faces in a global company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

t is one thing to sell products and services to a global market base when the need is there and the consumers want the product, but it is another thing entirely to employ a foreign workforce to make that happen in each country. From the very first time that a company has employees in another country, it faces many issues. There are 10 very important challenges that are faced by most multinational companies

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How is technology changing leadership?

As the world becomes increasingly complex and connected, demands on our leaders are multiplying, fragmenting and accelerating. What does it mean to be a leader in a time where technology is shifting social norms, transforming economies and changing the nature of relationships? Does the model of hierarchical heroic leadership remain viable? What other forms of leadership might be appropriate to respond to the new context?.

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Guidelines for Preparing Patent Landscape WIPO and Patinformatics

Guidelines for Preparing Patent Landscape  WIPO and Patinformatics | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Guidelines contains sections on the following topics:

  • Basic of Patent Information
  • Objectives and Motivations for Generating Patent Landscape Reports
  • Tasks Associated with Patent Analytics and Patent Landscaping
  • Frameworks Associated with Performing Patent Analytics and Patent Landscape Reports
  • Preparing Patent Landscaping Reports
  • Third-Party Analysis Tool, Patent Database and Report Production Providers
  • Additional Topics Related to the Strategic Use of Patent Information but Not Covered in Guidelines
  • List of Web Resources on Patent Landscaping Reports
  • List of Literature Publications on Patent Analysis and Landscapin

..

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Positive Hack Days: Writeup: Competitive Intelligence Contest at PHDays V

This year among the participants of Competitive Intelligence were not only the contest’s usual fans but also CTF teams,. All the contests were revolving around the fictional state — United States of Soviet Unions. The Competitive Intelligence participants had to look for info about company employees with the USSU citizenship. Meantime the players were free to answer five various questions regarding five different organizations. Within one block, you could open new questions after answering the previous ones

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Cyber Intelligence: Competitive Intelligence By Any Other Name

Cyber Intelligence: Competitive Intelligence By Any Other Name | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Until cybersecurity is seen and treated like any other critical business problem with the same needs for intelligence gathering, tools and analysis to support decision-making, companies will continue to lose.   an alarming number of companies put some very considerable roadblocks in front of themselves for not getting started on the same sorts of “competitive intelligence” programs for cyber that have become widely used and benefited from across industry.

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To Succeed at Crowdsourcing, Forget the Crowd

To Succeed at Crowdsourcing, Forget the Crowd | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But crowdsourcing has two dirty little secrets. The first, as covered in my last piece for Knowledge, is that a flood of ideas does not necessarily equate to greater innovation potential. That’s because companies tend to favour more easily actionable - i.e. less innovative - ideas as contributions pile up. As it turns out, however, that’s a problem available only to a lucky few. The second secret is that the majority - by which I mean 90 percent or more - will likely struggle to garner consistent feedback of any kind, let alone an overwhelming response. Looking at the performance of a broad cross-section of companies rather than just the successes, we can see how difficult it is to extract any value at all from crowdsourcing. To make it work, companies must concentrate not on the “crowd” but on developing reciprocal relationships with individuals.

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Maria Ioia's curator insight, September 3, 11:19 PM

MUST READ for any organisation considering crowdsourcing. Welcome to the new world of Collective Intelligence

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Win/Loss Analysis Q&A from July SCIP Webinar

Win/Loss Analysis Q&A from July SCIP Webinar | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Q & A from July 2015 SCIP Global Chapter Webinar: “Win/Loss Analysis: How to Clinch and Keep the Business You Want.” Competitor analysis comes from many sources, and Win/Loss interviews should be a key source since they come directly from your customers and those who selected a competitor. I would give Win/Loss a high weight, but definitely continue other forms of research in your competitive intelligence operation. Win/Loss is another piece of your competitive arsenal to analyze the marketplace.

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5 Strategy Questions Every Leader Should Make Time For

5 Strategy Questions Every Leader Should Make Time For | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Have you ever noticed that when you ask someone in your company, “How are you?” they are more likely to answer “Busy!” than “Very well, thank you”? However, that you are very busy all the time is actually a bit of problem when you are in charge of your company or unit’s strategy, and responsible for organizing it. Because it means that you don’t have much time to think and reflect. And thinking is in fact quite an important activity when it comes to assessing and developing a strategy.

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Creative Leadership Means Being Present

Creative Leadership Means Being Present | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

We need leaders that are able to change the future. Creative leaders. The paradox with these leaders is that those that seem to be best at shaping the future are all firmly rooted in the now. These leaders really know how to connect to what is happening in the present, and can feel and use how it affects them on a deeper personal level. They are not just reacting on impulses; they are giving true answers to themselves and to the people around them, continuously. This ability goes by many names, call it being in the here and now, call it Mindfulness, Connected or Aligned. We prefer to simply call it Presence.

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Craig Broadbent's curator insight, September 3, 6:01 PM

With mobile devices readily at hand its difficult for leaders to be present when they should be - the phone keeps buzzing with new email, messages and phone calls. But its difficult to lead well and creatively if your not present! This article has some great tips to address this problem for leaders.

Adele Taylor's curator insight, September 3, 6:05 PM

This makes you think?  What is my passion and purpose?  How can I make sure I am in the present?

Maria Ioia's curator insight, September 3, 11:28 PM

This is the way of the future. It is why I am so passionate in guiding the next generation of leaders in this area via University of Technology's Creative Intelligence and Innovation degree (in flipped classroom format to get students aligned within themselves and what they do).

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How to Work Confidently with Numbers People

How to Work Confidently with Numbers People | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In the era of Big Data, analytics are becoming a competitive necessity for many managers. And even if it’s not an explicit part of your job description, chances are you need to understand at least something about data and analytics to be successful. So, where should you start? What’s the best way to get a handle on the basics? How should you get to know the quants in your company? And how can you be sure you’re asking them the right questions?

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Josie Gibson's curator insight, September 4, 9:59 PM

Via Simon Hayes.

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Accenture 2015 Global Structural Reform Study

Accenture 2015 Global Structural Reform Study | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As they reshape the financial services industry in light of the 2007-2008 financial crisis, global regulators have introduced a series of structural reform regulations to help build resilience. Global Structural Reform (GSR) is creating a new financial services ecosystem for institutions. Accenture’s 2015 Global Structural Reform Study finds senior management working to thrive in what amounts to an all-new financial services landscape. They are investing effort and funds in their response to GSR, but their focus is on meeting regulatory demands. While that represents a good starting point, our study finds institutions might be missing out when it comes to meeting the strategic implications of reform and using reform as an opportunity to reposition the organization for sustainable growth

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