Strategy and Competitive Intelligence by Bonnie Hohhof
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Most Tweeted Brands : A Tool For Twitter Intelligence

Most Tweeted Brands : A Tool For Twitter Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

JWT Brazil  launched, Most Tweeted Brands.  The tool analyzes the real-time popularity of brands using Twitter data from 200 countries and in various languages.   Ultimately, the application is meant to measure  and assess the “buzz” surrounding the global brands  in an interactive and visual format....

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Strategy and Competitive Intelligence by Bonnie Hohhof
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Leadership May Not Be the Problem with Your Innovation Team

Leadership May Not Be the Problem with Your Innovation Team | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Last November we published an assessment on HBR.org to help readers diagnose the extent to which their organizations create conditions that favor successful innovation. About 1,500 people completed the assessment, representing organizations across industries at different stages of maturity. Despite enormous attention placed on improving innovation effectiveness, 80% of participants thought their companies were underperforming on this front. Unsurprisingly, those working for older, larger businesses scored lowest in all four innovation conditions: constant energy, creative friction, flexible structure, and purposeful discovery. Here’s what the data tells us about how these HBR readers rate their organizations and colleagues on the four conditions. We’ve also included a few tips to address the lowest-scoring responses in each category. This advice should help whether you’re about to kick off a new innovation project or your team is already off and running.

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purseman's comment, Today, 3:04 AM

Marvelous
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The USA no longer most competitive economy

The USA no longer most competitive economy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The sheer power of the economy of the USA is no longer sufficient to keep it at the top of the prestigious World Competitiveness Ranking, which it has led for the past three years. The IMD World Competitiveness Center, a research group within IMD business school, has published the ranking each year since 1989 and it is widely regarded as the foremost annual assessment of the competitiveness of countries. The 2016 edition ranks China Hong Kong first, Switzerland second and the USA third, with Singapore, Sweden, Denmark, Ireland, the Netherlands, Norway and Canada completing the top 10.

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purseman's comment, Today, 3:04 AM

Interesting
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A Bad Product Decision – The Black Box of Product Management

A Bad Product Decision – The Black Box of Product Management | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

 

Think deeply about all the assumptions your decisions are built on. The toughest assumptions to spot are those that are so ingrained in your company that most people have forgotten they are even assumptions. A close second are those hidden in personal biases we’re not even aware of. Customer research and validation is critical, but it can’t always make decisions for you

 

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What ‘The Art of the Deal’ Reveals About Leadership Fairy Tales

What ‘The Art of the Deal’ Reveals About Leadership Fairy Tales | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Donald Trump’s rise is partly due to the leadership-industrial complex. Leadership tales seldom dwell on the consequences of what leaders persuade others to do, on whether the disrupted might have been worth preserving, or on the authenticity of restraint. 

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Rise of the Strategy Machines

Rise of the Strategy Machines | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

We still believe that humans are uniquely capable of making “big swing” strategic decisions. For example, we wouldn’t ask a computer to put together a new “mobility strategy” for a car company based on such trends as a decreased interest in driving among teens, the rise of ride-on-demand services like Uber and Lyft, and the likelihood of self-driving cars at some point in the future. We assume that the defined capabilities of algorithms are no match for the uncertainties, high-level issues, and problems that strategy often serves up. We may be ahead of smart machines in our ability to strategize right now, but we shouldn’t be complacent about our human dominance

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Tracking Competitors & Competitive Intelligence In Real-Time

A complimentary whitepaper from GoSpotCheck The majority of companies don’t invest enough — if anything — into serious, ongoing competitive research. However, if you have your finger on the pulse of your competition via real-time data management, you can improve your practices and sweep their sales — and you can do it at a major savings. This resource will help you: (requires registration)

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A Dedicated Team of Problem Solvers Can Help Big Companies Act Like Lean Startups

A Dedicated Team of Problem Solvers Can Help Big Companies Act Like Lean Startups | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

the techniques that Blank advocates, such as focusing on customer development before produce development, creating a minimum viable product and iterating and pivoting to a new business model, can actually be done more effectively in an established business. Part skunkworks, part research lab, Experian DataLabs keeps a running list of the data problems customers want them to solve. As Eric Haller, Global Head at Experian DataLabs, told me, “We regularly sit down with our clients and try to figure out what’s causing them agita, because we know that solving problems is what opens up enormous business opportunities for us.”

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Too Many Executives Are Missing the Most Important Part of CRM

Too Many Executives Are Missing the Most Important Part of CRM | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Instead, CRM should be an executive concern, not just an IT one. Because it involves software, many companies make it the CTO’s responsibility. But relationship management also depends on policy, incentive structures and people. In the brand-driven environment of modern commerce, no strategy impacts your business more than how relationships are managed, inside and outside the organization, and that’s an executive role if ever there was one..

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The Lost Art of Thinking in Large Organizations

The Lost Art of Thinking in Large Organizations | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

once executives are promoted to a senior level, these new business leaders must be able to think strategically. Ironically, the very skills in execution that led to their promotions often make these executives ill-equipped for their new roles, since their strategy thinking muscles have withered from disuse. The goal of strategic thinking is to find strategic insights. Strategy is all about choices — about which markets to compete in and which markets to avoid. Strategic insights describe the boundaries separating attractive markets from unattractive markets.

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How Scenario Planning Influences Strategic Decisions

How Scenario Planning Influences Strategic Decisions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

empirical evidence of the effect of scenario planning on executive judgment is almost nonexistent. That fact is surprising, considering not only that executives use this method to make important decisions, but also that the method requires extensive resources. What’s more, the few experimental studies of scenario planning that have been conducted reach conflicting conclusions. To examine whether scenario planning produces measurable benefits, we conducted several workshops, examining whether — and how — the practice of scenario planning would influence various experts making long-term investment decisions.

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The state of start-up/ corporate cooperation

a new study by MassChallenge and Imaginatik describes an alternative worth considering. “Corporate executives see enormous potential to innovate by working with early-stage ventures,” says Imaginatik CMO Chris Townsend. “The exact approaches are evolving constantly, but the trend is clear: Startup/corporate collaboration is becoming critical.”

Instead of buying or investing in startups, the study finds that established companies are increasingly entering “flexible, early-stage, open-ended partnerships” with them. The key to these partnerships is strategic intent

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The One Skill that Innovators Forget -- communication

The One Skill that Innovators Forget -- communication | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But to create that network of connections between idea fragments, you need to involve lots of people in the ideation process. That’s where crowdsourcing comes in: you bring in the crowd who can share and validate and connect with one another’s ideas. But the crowd doesn’t just arrive on the innovation scene. They need to be invited, excited, and incentivized and to be truly successful, you need a pretty big crowd in order to enjoy all the benefits of crowd wisdom. Which means that innovators who have been cultivating other traits (like creative risk taking, positive reinforcement, etc) need to also learn how become creative communications specialists capable of broadcasting worthwhile messages to large audiences. This sort of savvy doesn’t happen overnight, however, and IdeaScale recommends starting with at least four main channels of communication to get the crowd involved.

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The 12 Best Competitive Intelligence and Benchmarking Tools

The 12 Best Competitive Intelligence and Benchmarking Tools | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

When evaluating the results of marketing and PR efforts, it’s vital to consider two perspectives: what is the trend of results (e.g., increasing social engagement, website traffic over time, etc.) and how do your results compare to your closest competitors? Top compeititve research, intelligence and benchmarking toolsThere are a wide range of monitoring, listening, and analytics tools available to answer the first type of question. To answer the second, here are the 12 best tools for comparing your brand’s performance to your top competitors in terms of web traffic, social media brand mentions, target keywords, online advertising, organic search visibility, and other factors.

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Competitive Intelligence - Brandwatch

Competitive Intelligence - Brandwatch | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
For those with the right tools and strategies, social media provides unprecedented opportunities in competitive intelligence. Unlike traditional information, social data is democratic, which means that every brand has access to all of the public conversations surrounding any competitor. Businesses can now immediately identify how their competitors brand themselves and how that branding resonates with audiences.  However, with so much publicly available information, businesses will have to know what questions to ask and what insights to uncover if they aim to keep on edge on their rivals. This comprehensive guide outlines specific examples of several ways that social data can be used to uncover valuable competitive intelligence. The guide covers 11 different areas of analysis, broken down into five overarching categories: (requires registration)
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Competitive Intelligence Gathering Through Win/Loss

Competitive Intelligence Gathering Through Win/Loss | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Win/loss interviews are an excellent tool for gathering competitive intelligence. The interviews offer a unique opportunity to gather fresh data from a target audience where competitors play a distinct role in the customer decision-making process.

It’s an area ripe for gauging both the market’s awareness and its perception of competing solutions. You want to ask customers not only who they talked to, but why they talked to them and how you compared. You also want to learn about capabilities: the key factors in their decision. For example, do competitors have stronger capabilities? Are you missing key capabilities, or do you offer more than the competition? Finally, what are the key factors? What drove the decision, and where did your competitors shine or expose a weakness?

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How To Get From Brand Insight to Brand Foresight

How To Get From Brand Insight to Brand Foresight | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Marketers who make those branding decisions based on what worked in the past and what’s working today are already at a competitive disadvantage. Predictable growth doesn’t come from doing what worked and basing future branding decisions on past performance – it comes from understanding market changes that haven’t happened yet, and what will work in the future. That is the role of brand foresight in the marketplace.

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How the Big Data Explosion Has Changed Decision Making

How the Big Data Explosion Has Changed Decision Making | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The balancing act between being open and being agile.As organizational decisions increasingly become more data driven, top managers need to assure decision rights are data driven as well. That explains why so many organizations have made data governance a strategic and organizational priority. Instead of more traditional IT governance, which seeks to create greater accountability for IT systems management, data governance recognizes that data is the mission-critical asset to manage.

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Superbosses Aren’t Afraid to Delegate Their Biggest Decisions

Superbosses Aren’t Afraid to Delegate Their Biggest Decisions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

They know how to empower their team. Superbosses embrace a number of specific behaviors and beliefs that enable them to trust their subordinates more deeply, and delegate decision-making authority more aggressively. (Take this assessment to find out if you’re a superboss.) Superbosses live to learn and invent. They’re die-hard opponents of the status quo

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How to Manage Alliances Strategically

How to Manage Alliances Strategically | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Why do so many strategic alliances underperform — and what can companies do about it? A strategic framework that eliminates faulty assumptions can help make alliances successful.

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How Leaders Can Help Others Influence Them

How Leaders Can Help Others Influence Them | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Our unwillingness or inability to help others influence us prevents teams and organization from achieving better results. Over the years, we have turned our attention to different leadership practices that require us as leaders to be open to being influenced. In the 1960s and 1970s, we embraced participative leadership; in the 1990s, we were lured by the learning organization. More recently, we have focused on the value of Lean, Six Sigma, and diversity. Underlying all of these leadership and organizational practices is a powerful premise: we get much better results if we hear from and are influenced by those who are in different positions and have different perspectives, rather than relying only on the thoughts of those in power.

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Adele Taylor's curator insight, August 25, 6:37 PM

As a leader, do you let others influence you?

Do you know how best to let others influence you?

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Pharma's increased need for competitive intelligence

Pharma's increased need for competitive intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Competitive intelligence can offer huge benefits to pharma companies, especially in personalized medicine where market trends are continually shifting. In a world where available data grows by the second, Steve Vitale of Diaceutics AIS examines how it can be used to optimise expertise and understanding in order to gain an edge. (requires registration)

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What is Your Strategy’s Big Idea?

What is Your Strategy’s Big Idea? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Crown and Disney are examples of what occurs when a company’s strategy drifts away from the big idea that made it a great one. Something similar happens when the big idea that once powered a great strategy is no longer “big.”
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The Surprising Secret of Business Resilience

The Surprising Secret of Business Resilience | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Executives dream of insulating their companies from all risks, both natural and manmade, making their company’s revenues impervious to the vicissitudes of a capricious world. This is also the implicit goal of most business strategies, achieved through the use of resource control through vertical integration, supplier dominance through buying power, persuasive political influence through lobbying and campaign finance, and of course, good ol’ market monopolies, among other things. The idea is that by gaining control of your destiny, you foster complete commercial independence. This dream is popular, but it is, of course, a fallacy. The surprising secret is that dependence, not independence, is the way to protect the organization against risks.

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Analytics with a strategic edge

Analytics with a strategic edge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The problem isn’t that too much analytics is weighted toward tactical issues, it’s really that strategic decisions don’t use analytics at all. The biggest, most important decisions in the digital enterprise nearly always lack a foundation in data or analysi

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Three Surprising, Science-Backed Ways To Improve Your Decision Making

Three Surprising, Science-Backed Ways To Improve Your Decision Making | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

 researchers say a surprising range of stimuli can impact how we make choices. There's probably no way to avoid making poor choices altogether, but we might be able to make better ones a bit more often—even with some unexpected methods. Here's a look at three scientific findings that suggest offbeat but potentially effective ways to improve your decision making.

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