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Confessions of a Corporate Spy

Confessions of a Corporate Spy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
What do you think it means to be an expert in hard-to-get elicitation? It means people tell you things. A competitive intelligence consultant discusses things that can help a business--at the expense of another.
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Fairly even-handed description of CI, if you ignore the "spy" in the title and the  "tape recording someone without their knowledge is legal in George" description.

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Consumer Intelligence Series: The wearable technology future -- PWC

Consumer Intelligence Series: The wearable technology future -- PWC | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

PwC's research digs into the business of wearables and the consumer attitudes and preferences that will shape the future of wearable technology. There are many applications for wearable tech in enterprise and in life. It will upend the retail industry, revolutionize health care and will likely change advertising and content as we know it. But for wearables to work, they must be anchored in human centered design. PwC's research digs into the business of wearables and the consumer attitudes and preferences that will shape the future of wearable technology..

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Old Management Systems Stifle New Business Models

Old Management Systems Stifle New Business Models | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In this article we will present three ways that information-based competition is challenging existing management practices. We’ll also offer some examples of how digitally native businesses have addressed these challenges. But the solutions described won’t be comprehensive. What’s important is that your management team is aware of these issues and can use that understanding to develop a solution that fits your business and allows you to deliver the most value to your customers.

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3 Steps to Break Out in a Tired Industry

3 Steps to Break Out in a Tired Industry | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

When you are in an industry where the firms are more homogeneous than the customers, it should be possible to define a subgroup whose needs are alike, which may well cut across traditional demographics. Focusing on that particular group often enables a new way to compete because the firms that try to be everything to everyone will inevitably be imperfect in their offering..

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Eight Key Points of Blue Ocean Strategy: INSEAD

Eight Key Points of Blue Ocean Strategy: INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Here’s the essence of blue ocean strategy captured in eight key points. What is distinctive about blue ocean strategy as a theory? How is blue ocean strategy different from a classic differentiation strategy? Is it another form of low cost strategy? What’s the research process behind it? In the decade since Blue Ocean Strategy was first published, we’ve fielded thousands of such questions. Some executives want to understand how it addresses the issue of execution. Some ask what the strategy is based on. Others question whether the strategy will be effective in their industry. We heard certain questions again and again and, in response, have identified eight key points. Here we outline the essence of blue ocean strategy.

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Eloquens's curator insight, Today, 8:30 AM

INSEAD's view on Blue Ocean Strategy: 8 Key Points

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Tech Trends 2015, Core renaissance: Deloitte

Tech Trends 2015, Core renaissance: Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Organizations have significant investments in their core systems, both built and bought. Beyond running the heart of the business, these assets can form the foundation for growth and new service development—building upon standardized data and automated business processes. To this end, many organizations are modernizing systems to pay down technical debt, replatforming solutions to remove barriers to scale and performance, and extending their legacy infrastructures to fuel innovative new services and offerings.
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FRANK FEATHER ~ Business Futurist's curator insight, May 1, 11:28 AM

Long paper from Deloitte. Sounds very technical and complicated. It will take a while to plow through it.

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Business ecosystems come of age: Deloitte

Business ecosystems come of age: Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Businesses are moving beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises.
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Get More Value from “Gray Social”

Get More Value from “Gray Social” | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But most content transmitted by consumers never hits our dashboards. Research shows that as much as 70 percent of social sharing is unknown to us. It’s in this hazy but important realm called “dark social media” — the vast majority of content sharing you’ll never see because it’s occurring through email, direct messages, texting, and other private communication channels. Between dark social and the social media activity we can easily measure, there is a third category that is rich in undiscovered marketing opportunity — gray social. These are the small, still voices who are clearly telling us they’re there, but we’re not tuned in to detect their quiet signals and capture the data. I would argue that a healthy proportion of dark social is actually “gray.” We just miss it because we’re not sure how to look for it.

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EY - Global technology M&A 1Q15: first look

EY - Global technology M&A 1Q15: first look | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Will record-setting technology M&A ever slow? Not soon, by our forecast, especially since 1Q15 set new post-dotcom-bubble records for quarterly value and volume. Technology-enabled digital transformations disrupting multiple industries is the primary force that drove the quarter’s strategic dealmaking, by corporate technology and non-technology buyers alike. One result: further blurring of boundaries between tech and other industries. The quarter also featured a return of big-ticket corporate deals but a decline in private equity (PE) activity. In all, there were 15 deals above $1 billion

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How Companies Are Mining Data to Mitigate Risks

How Companies Are Mining Data to Mitigate Risks | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Companies are also making use of this kind of software to mine big data and identify many different kinds of threats. Threat analysis and predictive analytics–using data to help find indicators of possible risks or potential violations–are allowing companies to identify threats and assess their plans and policies for how well they are meeting the risk, compliance and reputation challenges that come with protecting their businesses.
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How to integrate Competitive Intelligence into the Innovation process

How to integrate Competitive Intelligence into the Innovation process | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The key to success of an innovation does not lie so much in the availability of the technology, but in defining and providing direction to the technological change process. The true advantage that the company has is its capacity to recognise signals from the environment that alert it to threats and opportunities and to know how to interpret these signals so it can later define a strategy, acquire or generate the knowledge and technological resources that it needs, implement the technology chosen to realise the change and, finally, learn from this experience.

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How to Respond When Someone Takes Credit for Your Work

How to Respond When Someone Takes Credit for Your Work | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There’s nothing more infuriating than someone taking credit for your work. We’ve all had this happen at one point or another: you share an idea with a colleague and then hear him repeat it in a meeting; you stay late to finish a presentation yet your team member accepts all the praise; you lead a long overdue project to completion and your boss tells the higher-ups it was his doing. How should you handle these situations? Is it okay to speak up right then and there? Or should you keep quiet? And how can you make sure that you get the credit you deserve in the future?.

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Market Mapping for Sustainable Growth

Market Mapping for Sustainable  Growth | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In this chapter excerpt from The Innovation Formula Langdon Morris explains how to use a map to help you locate your company in the market, to see clearly how it compares with the competition, and then to use this assessment to chart a future path toward success. The goal is to find the very best high reward, low-risk ideas that will change the market, amplify your profits, increase your relevance, and sustain your organization’s viability over the long term.

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Putting the “why” back into Information Strategy

Putting the “why” back into Information Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

I was reviewing a client’s information strategy the other day.  The goods news is that it was only about 5 pages long.  Too many organizations don’t understand what strategy means.  A 200 page document, often garnered by an expensive consulting gig to create it, is not a strategy.  Such tomes are more often a strategy-cum-program-cum-decisions made-cum project and resource plan document that is hardly ever referenced once its paid for.  Napoleon’s military strategy could, pretty much, fit on one page – and leave enough room for a self-portrait...

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Myths Of Companies With No Management - Fast Company

Myths Of Companies With No Management - Fast Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There are a lot of creative benefits to alternative management structures, but there are some downsides too. There is some tremendous potential and benefits with these new structures: an increase in personal responsibility, distributed decision making, increased productivity and accountability, less bureaucracy, and a greater emphasis on ownership and contribution. Frederic Laloux, author of Reinventing Organizations, has also found that in these newer structures, people bring themselves more fully to the organization instead of just their professional selves, fostering a much more creative and collaborative environment.

Still, there are downsides, especially when companies' "no management" approach is not structured or thought through properly. Having no titles in your company should not be done just because it sounds cool, but because you believe it’s the right thing for your company. Here are some myths of companies that have no bosses

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Eloquens's curator insight, Today, 8:26 AM

An interesting look at non-traditional management structures.

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Researchers Identify Why 'Agility' In Strategic Plans Is So Hard To Execute - Forbes

Researchers Identify Why 'Agility' In Strategic Plans Is So Hard To Execute - Forbes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

If formulating an effective company strategy is tough,  apparently executing that strategy is even tougher. In a recent article in the Harvard Business Review, Why Strategy Execution Unravels – and What to Do About It, authors Donald Sull, Rebecca Homkes and Charles Sull examine and summarize work that Donald Sull had started almost a decade ago on how “complex organizations can execute their strategies more effectively.”

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Eloquens's curator insight, Today, 8:19 AM

Researchers find out why strategic agility is so hard to execute.

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11 Ways to Influence Key Decision Makers

11 Ways to Influence Key Decision Makers | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

You can make a positive difference, even when you do not have direct line authority. Here are 11 guidelines that will help you do a better job of influencing decision-makers, whether these decision-makers are colleagues, employees, customers, or peers.

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The Cause and Effect of Better Decision-Making: INSEAD

The Cause and Effect of Better Decision-Making: INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

INSEAD seeks to contribute to changing this: we are launching the INSEAD Randomised Controlled Trial Lab at the school’s Abu Dhabi campus. Funded by the Abu Dhabi Educational Council, the Lab will provide infrastructure and support to researchers using RCTs to conduct field experiments with organisations aimed at driving competitiveness, growth and productivity. Just as big data opened the way for firms to use information to better understand their companies and enhance growth, RCTs hold the key to better policy design. Testing new policies or products using this methodology gives more conclusive results linking cause and effect.

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Digital Democracy Survey: a look into the minds of media consumers | Deloitte US

Digital Democracy Survey: a look into the minds of media consumers | Deloitte US | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Deloitte's Digital Democracy Survey compares and contrasts generational preferences of more than 2,000 consumers, ages 14 and older in the US, revealing significant technology, media and telecommunications consumption trends including attitudes and behaviors related to advertising and social networks, mobile implications, media consumption preferences across platforms and devices, and the internet.
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The future of manufacturing: Making things in a changing world -- Deloitte

The future of manufacturing: Making things in a changing world -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The changing economics of production and distribution, along with shifts in consumer demand and the emergence of “smart” products, are pushing manufacturers to explore radically new ways of creating and capturing value.
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The eight essentials of innovation | McKinsey & Company

The eight essentials of innovation | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It’s no secret: innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses. Yet hard as it is for such organizations to innovate, large ones as diverse as Alcoa, the Discovery Group, and NASA’s Ames Research Center are actually doing so. What can other companies learn from their approaches and attributes? That question formed the core of a multiyear study comprising in-depth interviews, workshops, and surveys of more than 2,500 executives in over 300 companies, including both performance leaders and laggards, in a broad set of industries and countries (Exhibit 1). What we found were a set of eight essential attributes that are present, either in part or in full, at every big company that’s a high performer in product, process, or business-model innovation.

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EY - Luxury and cosmetics: key industry insights

EY - Luxury and cosmetics: key industry insights | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Luxury has been a better growth story over the past decade compared to other consumer products (CP) subsectors. However, its sustainable profitable growth faces several short-term challenges. Following our in-depth look at the Luxury & Cosmetic industry in 2014, we are pleased to present a series of key industry insights that highlight vital areas of impacts now and in future. We analyze how companies can best address these key challenges.

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The Case Against Competing

The Case Against Competing | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There are libraries of books and articles offering counsel on how to steer clear of the profit-sucking aspects of competition—including via white spaces and blue oceans—and their advice can be invaluable. But I would go one step further and suggest that avoiding competition is a condition, or more precisely, a frame of mind, that more should aspire to. An overweening focus on beating the other guy, gal, or outfit is just as bad for your psychological and moral health as it is for your business. Similarly, if your business and its people take competing as Priority Numero Uno, they’re prey to obsessing over comparisons—our market share vs. theirs, our cost position relative to them, our comparative product quality. While these are all good things to know, and may serve as goads to action, by themselves they rather miss the point.

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Digital Governance, Risk and Compliance: The Dawn of a New Era

Digital Governance, Risk  and Compliance: The Dawn of a New Era | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

the dawn of a new era in governance, risk and compliance (GRC) technologies that undoubtedly will disrupt the current marketplace. This new era is centered on the evolving digital business transformation initiatives that are taking hold in many companies around the globe. According to our recently published 2015 CEO Survey, 77% of CEOs believe that digital business is bringing new types and levels of risk. At the same time, 65% of CEOs see their risk management disciplines falling behind...

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FRANK FEATHER ~ Business Futurist's curator insight, May 1, 11:20 AM

Governance now must be digital governance, both in terms of opportunities and risks. Boards must be conversant in this.

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When It’s Safe to Rely on Intuition (and When It’s Not)

When It’s Safe to Rely on Intuition (and When It’s Not) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

We often use mental shortcuts (heuristics) to make decisions. We often use mental shortcuts (heuristics) to make decisions. There is simply too much information coming at us from all directions, and too many decisions that we need to make from moment to moment, to think every single one through a long and detailed analysis. While this can sometimes backfire, in many cases intuition is a perfectly fine shortcut.  However, intuition is helpful only under certain conditions.

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If It Were My Home

IfItWereMyHome.com is your gateway to understanding life outside your home. Use our country comparison tool to compare living conditions in your own country to those of another. Start by selecting a region to compare on the map to the right, and begin your exploration. You can also use our visualization tool to help understand the impact of a disaster. The Pakistan Flood and BP Oil Spill are currently featured.

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