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Taking competitive intelligence analysis to the next level

Taking competitive intelligence analysis to the next level | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A review of process and tools available for online competitor analysis. Competitive intelligence analysis can tell you how you are performing relative to your competitors and provide some insight into their visitor numbers, audience plus marketing and search strategies.

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Technology Substitution Requires Forward Thinking

Technology Substitution Requires Forward Thinking | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Several weeks ago I wrote about some of the basic considerations in evaluating technology trends. (see here and here), In those posts I discussed some of the dynamics of technological advance and offer some initial guidance to get you started in technology trend analysis.
One of the points I emphasized in those columns is that it is imperative to assess the performance of technologies, not at their present level of performance but at where they will be in the future. Similarly, when evaluating the substitution of an incumbent technology by an emerging one, we make the case that it is less important to compare the present performance of the two technologies than their future potential.

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The Underlying Psychology of Office Politics - HBR

The Underlying Psychology of Office Politics - HBR | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

All organizations are political – and to some degree, they always will be. The underlying reasons are psychological. First, work involves dealing with people. That means finding a compromise between what they want and what we want; and it’s often a zero-sum game. Second, humans are emotional creatures, biased by unconscious needs and riddled with insecurities.  As a result, office politics tend to eclipse formal organizational roles and hijack critical organizational processes, making simple tasks complex and tedious, and organizations ineffective;

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Your Boss Won’t Say Yes If Emotions Are Running High - HBR

Your Boss Won’t Say Yes If Emotions Are Running High - HBR | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Pitching an idea to higher-ups inevitably stirs emotions. You feel a sense of investment and urgency — it’s your baby, after all. By making a compelling case to redesign a key process or develop a promising new offering, for instance, you can have a big impact on productivity or revenue. (And if you fail to get buy-in, the organization might suffer — along with your career.) Further complicating matters, decision makers may balk if they think you’re being overly emotional, or they may feel defensive if you’re proposing a change to something they’ve done. In our research on how middle managers sell their ideas up the chain of command (which we describe in the January-February 2015 issue of HBR), we’ve found that those who do so most successfully are the ones who manage emotions on both sides. Drawing on the experiences of the “issue sellers” we’ve studied, we’ve gleaned these guidelines.

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Congratulations on your promotion. Now give up your old job -- Deloitte

Congratulations on your promotion. Now give up your old job -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In our transition labs, we find internal promotes to new C-level roles often make two choices that can constrain their time and compromise their credibility:Continuing to do their old jobs for an extended period of time such that it gets in the way of successfully addressing the new job; and Overestimating the quality of talent on their team. Internal promotes need to recognize and mitigate these risks.

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Multi-sided Platforms — HBS Working Knowledge

Multi-sided Platforms — HBS Working Knowledge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
There is growing interest in the economics of multi-sided platforms (MSPs), which-like eBay, Uber, and Xbox-get two or more sides on board and enable interactions between them. In this article the authors study firms' strategic positioning decisions between a multi-sided platform (MSP) mode and three alternative modes. The main focus is on the choice between operating in MSP mode and operating in vertically integrated (VI) mode. The authors provide a formal model of this choice. The model highlights the key trade-off between the coordination benefits of the VI mode when there are spillovers across the decisions of individual professionals/employees and the benefits of the MSP mode in motivating unobservable effort on the part of professionals/employees. The authors also study how this trade-off shifts according to the nature of contracts available under the two different modes. Finally, they also highlight some of the key trade-offs that arise in the choice between operating as a MSP or as a reseller, and between operating as a MSP or as an input supplier. Key concepts include:
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MIT to Pioneer Science of Innovation

“Innovation – identified by MIT economist and Nobel laureate Robert Solow as the driver of long-term, sustainable economic growth and prosperity - has been a hallmark of the Massachusetts Institute of Technology since its inception.” Thus starts The MIT Innovation Initiative: Sustaining and Extending a Legacy of Innovation, the preliminary report of a yearlong effort to define the innovation needed to address some of the world’s most challenging problems. Released earlier this month, the report was developed by the MIT Innovation Initiative, launched a year ago by MIT President Rafael Reif.
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What an Infiniti Would Look Like if There Were No Laws of Physics

What an Infiniti Would Look Like if There Were No Laws of Physics | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
You’d probably design something like the Infiniti Concept Vision Gran Turismo, a frankly ludicrous concept “car” designed by the automaker for the Gran Turismo 6 video game on the PlayStation 3. If the company is to be believed, the wild design shows what a “high performance Infiniti could look like in the future.” And to their credit, it actually looks a lot like the 550-horsepower Q80 Inspiration concept, one of the prettiest cars at this year’s Los Angeles Auto Show.
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Negotiating Deals From a Position of Powerlessness: INSEAD

Negotiating Deals From a Position of Powerlessness: INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
When you are negotiating a deal it pays to have viable alternatives to fall back on – or at least that’s what most people think. New research suggests that being powerless can be liberating and help you achieve better deals.
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National Microscope Exchange's comment, December 22, 12:16 AM
Lovely Pics.
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Digital Double-Down: How Digital Transformers will Leap Ahead - Accenture

Digital Double-Down: How Digital Transformers will Leap Ahead - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Accenture commissioned a survey of 1,041 C-suite executives or board members from 20 countries representing 12 major industries on the prospects for the global economy and how digital transformation is impacting their core industry and the way they run their businesses. The research reveals that some companies are intensifying their efforts to drive digital transformation and accelerate ahead of their peers by emphasizing growth as the focus of their investments.
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US Economic Forecast: Volume 2 Issue 4 -- Deloitte

US Economic Forecast: Volume 2 Issue 4 -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
There are plenty of reasons why actual economic growth might be better or worse than Deloitte’s forecasted baseline. The Deloitte forecast, therefore, includes four different scenarios to illustrate different possible future paths of the US economy that are worth thinking about. Deloitte’s economic forecasting team places subjective probabilities on each of the scenarios.
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Mercyhurst University's Tom Ridge School Hosts Fourth Global Intelligence Forum

From public health challenges like Ebola to the effect of climate change on food safety in the coming decades, international experts in public health, higher education, business and traditional intelligence will gather in Dungarvan, Ireland, for the fourth biennial Global Intelligence Forum – The Dungarvan Conference July 12-15, 2015. Sponsored by the Tom Ridge School of Intelligence Studies and Information Science at Mercyhurst University in Erie, Pennsylvania, the conference comes on the heels of highly successful summits. Panelists for this year's expanded forum – "Intelligence-Informed Decision-Making to Build a More Secure Future" – will address how leaders can effectively establish intelligence practices to enhance decision-making as they address pressing global concerns.

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6 Essential Sources to Use for a Competitor Profile

6 Essential Sources to Use for a Competitor Profile | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
So, you have to profile a competitor. You have the research scope and you are ready to start. What now? The essential six sources of information for starting any competitor profile are now uploaded as a handy guide in our free resources section.
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Case Study: Can One Business Unit Have 2 Revenue Models? - HBR

Case Study: Can One Business Unit Have 2 Revenue Models? - HBR | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

, “Don’t you see that both of you are constantly wriggling away from your revenue models to meet this or that customer need or to respond to competitors? This random reactivity is crazy.” “The only thing crazy,” Isolde replied, “is imposing a single, rigid structure that’s going to hamstring us when we need to be nimble, flexible, and ingenious to keep up with a dynamic marketplace.”

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What could happen in China in 2015? | McKinsey & Company

What could happen in China in 2015? | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
What do you get when you add slower economic growth, greater volatility, and rising competition to more international flights and genuine Chinese innovation? McKinsey director Gordon Orr’s annual predictions.
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Rethinking the role of the strategist | McKinsey & Company

Rethinking the role of the strategist | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Yet today’s unpredictable environment is utterly incompatible with what, historically, has been one of the chief responsibilities of many strategists: leading the annual strategic-planning process. While nothing new, the weaknesses of traditional strategic planning—characterized by a lockstep march toward a series of deliverables and review meetings according to a rigid annual calendar—have been amplified by the importance of agility in a rapidly changing world. Strategists have responded by increasing the scope and complexity of their roles beyond planning. In a recent survey of nearly 350 senior strategists representing 25 industries from all parts of the globe, we found an extraordinary diversity of responsibilities (13 by our count). But running the planning process still loomed large, ranking second in priority on that list, even if many respondents said they would prefer to spend significantly less time on this part of their role

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Ten types of analytical innovation -- Deloitte

Ten types of analytical innovation -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Ten types of innovation can be driven, supported, or measured with analytics. If you’re not using analytics for all ten types, you may not be optimizing your analytical capabilities.  I had seen Doblin’s “Ten Types of Innovation” before, but hadn’t really paid enough attention to it. Keeley’s presentation reminded me that I thought it was the most complete listing of how companies can be innovative. It also made me wonder how many of the 10 types of innovation might involve analytics in some way. So I started going through the list, one by one. I didn’t know how many might result in a hit—a link to analytics—when I started. Through the magic of ex-post-facto editing, I now know how many. I won’t spoil the secret, but here’s a hint: This essay is pretty long.

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Overcoming the Peter Principle - HBR

Overcoming the Peter Principle - HBR | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Subsequent discussions begin to recognize that problematic bosses aren’t so much utterly incompetent as so good at something that their failings are overlooked. The ultimate expression of this idea is Michael Maccoby’s Narcissistic Leaders: The Incredible Pros, the Inevitable Cons, and the upside of their insight is extensively explored in Making Yourself Indispensable, which offers up a step-by-step guide to making the most of your strengths, so that your weaknesses don’t matter. These kinds of analyses go a long way toward explaining why poor bosses persist, and they also put the onus of dealing with them squarely on their subordinates, since it’s not entirely in the organization’s interests to weed them out.

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How To Say “This Is Crap” In Different Cultures

All this can be interesting, surprising, and sometimes downright painful, when you are leading a global team: as you Skype with your employees in different cultures, your words will be magnified or minimized significantly based on your listener’s cultural context. Managers in different parts of the world are conditioned to give feedback in drastically different ways. So you have to work to understand how your own way of giving feedback is viewed in other cultures.

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This Diagram Shows Cornell's Revolutionary Method For Taking Notes

This Diagram Shows Cornell's Revolutionary Method For Taking Notes | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Research shows the brain only remembers information if you show it that the info is important. So by giving yourself the opportunity to quiz yourself regularly, you can load that information into your memory for whenever it might need to be recalled.
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As Benefits Cuts Loom, Prepare to Work Longer

As Benefits Cuts Loom, Prepare to Work Longer | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Benefits cuts in multiemployer pension plans that the U.S. Congress authorized last week have been a long time coming. Many plans have been in a precarious state for years. They endanger the survival of the federal Pension Benefit Guaranty Corp. (PBGC) that provides them with a safety net. Some 1 million employees in 200 pension plans may see benefits cuts of up to 50% in a tiered program where younger workers could be hit the hardest. In order to protect their retirement savings, today’s workers will have to stay longer in the workforce, save more and expect less in pension benefits, according to Olivia S. Mitchell, Wharton professor of business economics and public policy

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Economic Conditions Snapshot, December 2014: McKinsey Global Survey results

Economic Conditions Snapshot, December 2014: McKinsey Global Survey results | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Geopolitical instability persists as a top risk to global growth, as it has been all year—and especially in North America. Yet few executives say it will affect their companies’ plans for 2015. Geopolitical concerns remain paramount as a risk to growth for executives, whose optimism for the global economy in early 2014 has faded over the course of the year. This is particularly true in North America, where respondents to McKinsey’s newest survey on economic conditions are most glum about the world economy’s prospects—even as they report consistent improvements at home.1 Despite these concerns, few executives say geopolitical issues will meaningfully affect their companies’ strategic and financial-planning decisions for 2015. But heading into a new year, respondents anticipate other problems on the horizon: volatile exchange rates and oil prices (more acute concerns among emerging-economy executives) and cybersecurity attacks, which respondents in North America are the likeliest to expect as a potential economic shock in the next 12 months.

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Asia Pacific Economic Outlook December 2014 -- Deloite

Asia Pacific Economic Outlook December 2014 -- Deloite | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

This edition gives a near-term outlook for China, Japan, Philippines, and South Korea. China faces questions around both short- and long-term growth. In Japan, the debate over increasing the sales tax has been put to rest. The Philippines is emerging as one of the world’s fastest-growing economies. And growth in South Korea picks up amid challenges. Read the report online, or download the PDF.

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Global review 2014 -- EY

Global review 2014 -- EY | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Change is inescapable. Whether you view change as good or bad, it’s how you respond to it that matters. You can see this change in the global economy, which is constantly shifting. While there are some bright spots, the financial crisis continues to cast a long shadow, and the recovery has been far from uniform. You can see this change in regulation, where government is taking a bigger role in business and people’s lives. Regulatory change is re-shaping industries and increasing the complexity of operating across borders. We’ve seen this change in the accounting profession with the passage of the EU audit legislation, which will have a tremendous impact on many of our clients. And you can see this change in technology, where more and more devices are connected to the internet and nearly everything we do generates vast amounts of data that can be mined for insight. The businesses that can use that data effectively are becoming more efficient, innovative and responsive to the market.

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The most intelligent groups aren’t just a bunch of smart people

The most intelligent groups aren’t just a bunch of smart people | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
We found that there is indeed a single statistical factor for group intelligence that predicts how well the group will perform on a wide variety of tasks. We called this factor “collective intelligence,” and it is only moderately correlated with the average individual intelligence of people in the group. In other words, having a bunch of smart people in the group doesn’t necessarily lead to a smart group. Instead, we found three other factors that predict collective intelligence.
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Think Tank Review - Issue 19/2014

Think Tank Review - Issue 19/2014 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
We have found a number of papers that seek to map the new, more ‘political’ EU landscape of late 2014, with papers on the distribution of committee offices in the European Parliament, and on the new Commission, as well as the role of individual commissioners. On the economy, we signal several papers around the G20 and other global governance structures, as well as one by Daniel Gros, who argues against the assumption that there is an investment gap in the EU.
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