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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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Accelerated Innovation: The New Challenge From China

Accelerated Innovation: The New Challenge From China | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Chinese companies are reengineering new product development in ways that reduce lead times. Chinese companies are opening up a new front in global competition.
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Smart Brands Learn. Really Smart Brands Learn From The Mistakes Of Others

Smart Brands Learn. Really Smart Brands Learn From The Mistakes Of Others | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

So it would be very helpful to have an early-warning system in place. Something that lets brands learn from the mistakes of others. A resource. Something that makes them aware of what others are not doing well.

Happily, we’ve just identified a new resource for just that. It’s called “Brand Blunder,” a very smart and snarky web crawler that scours the brand and marketing worlds to identify those moments when brands wreak havoc on themselves. When they blunder. Really blunder. Want to avoid the mistakes of others, more importantly, learn from the mistakes of others? We recommend you take a moment to investigate this very new, very shrewd brand and marketing resource.

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Globalization's Peak Year Was 2007

Globalization's Peak Year Was 2007 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A McKinsey study documents a big retreat and a slow comeback since the recession. A broad new measure of globalization puts its peak year to date as 2007. Financial flows went into a steep decline when the global financial crisis hit in 2008 and still haven’t recovered, according to the new report by the McKinsey Global Institute. “Goods and services flows have since surpassed their 2007 peak,” the report says. “In contrast, financial flows remain almost 70 percent below their pre-crisis level, falling from 21 percent of global GDP to only 5 percent in 2012.

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Competitive Intelligence Podcast: Investigative Recruit – Why it Matters

Episode 65: – Investigative Recruit – Why it Matters
During this podcast we cover:
The key elements of investigative recruit.
How investigative recruit differs from traditional market research approaches to recruit.
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Revisiting an Old Standard – 80% of Technical Information is Found Only in Patents

Revisiting an Old Standard – 80% of Technical Information is Found Only in Patents | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It is one of those old statistical measures that most of us take for granted – 80% of the information in patents is never published anywhere else. Information professionals have been saying this for years and, for the most part, many of us in the patent information profession have simply taken this a true statement. In fact, if questioned, this is one of those statistics that people have used for so long most aren’t even sure where it originated from, or what proof there is for it. Such was the case when this question was raised recently on the Patent Information User Group’s (PIUG) discussion forum. The post elicited a number of relevant comments, and is worth reading for historical perspective on the statistic

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3 Innovative Methods to Battle Leadership Blind Spots

3 Innovative Methods to Battle Leadership Blind Spots | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
The concept of not knowing what you don't know has gotten its fair share of attention. Here are three practices that can lead to crucial discoveries.

"A disruptive question, as defined by [Christensen], is one that someone else [e.g. an upstart competitor] is asking that you aren't," he says. "And the higher you go in a company, the harder it can be to uncover you don't know what you don't know."  Gregersen believes business leaders are blind to the questions they should be asking for two reasons; 1. In most organizations, you get promoted not for asking questions but for providing answers. You advance by voicing the glib sound bites, not the edgy hypotheticals: 2. Once you ascend to the CEO seat, there are barriers precluding your interaction with anyone who might nag you with those hypotheticals.

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Forget the Strategy PowerPoint

Forget the Strategy PowerPoint | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

I have for decades watched CEOs and other executives try to explain a corporate strategy to a small group of senior managers or to a much larger group of staff. For the most part, it has not been a pretty sight. In the case of senior managers, I usually hear 3 or 4 different interpretations of what the boss said, or disagreements about what they thought he or she said. In either case, no alignment at the top. In the case of a larger group of staff, often many people look on blankly during the presentation. They may appreciate a CEO’s willingness to share crucial plans. But because they don’t have the context or experience, they can’t even begin to understand what is being thrown at them in a thick PowerPoint deck. And what they do see certainly doesn’t make them want to get up in the morning and come to work.

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What Makes the Best Infographics So Convincing

What Makes the Best Infographics So Convincing | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A great infographic is an instant revelation. It can compress time and space.  It can illuminate patterns in massive amounts of data. 

These intriguing revelations come from a short trip around The Best American Infographics, 2013. Spend serious time poring over graphs, pie charts, bar charts, flow charts, timelines, interactive diagrams, maps, cut-away diagrams, and narrative illustrations, as Gareth Cook did to compile the collection, and you’ll come away with more than your share of these mind-bending moments – and a wide-ranging view of what infographics can do. A Pulitzer Prize–winning journalist, Cook is a regular contributor to NewYorker.com and Scientific American Mind. The most compelling infographics, he says, mine relationships among overlooked variables to tell you something unexpected and get you thinking.

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How To Analyze Black Swans

How To Analyze Black Swans | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Black swans, we are told, are both rare and dramatic.  They exist but they are so uncommon that no one would predict that the next swan they would see would be a black one.  The black swan has become a metaphor for the limits of the forecasting sciences.  At its best, it is a warning against overconfidence in intelligence analysis.  At its worst (and far too often it is at its worst), the black swan is an excuse for not having wrung every last bit of uncertainty out of an estimate before we make it. One thing does seem clear, though:  We can have all the information and structured analytic techniques we want but we can’t do a damn thing in advance about true black swan events.  They are, by definition, unpredictable.

Or are they?.

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What Big Data Can Do for the Legal Industry [VIDEO]

What Big Data Can Do for the Legal Industry [VIDEO] | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In this interview, Michigan State Associate Professor of Law Daniel Martin Katz speaks about the future of Big Data in the legal field. There are several ways that Big Data can help the legal industry. Ranging from using data to improve client acquisition and retention to using predictive analytics in order to become better lawyers and predict case outcomes.

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Smart is Dumb, and..

Smart is Dumb, and.. | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Good information is critical to success, whatever your decision-making endeavor - military, negotiations, strategy, marketing, sales... And, it requires careful planning to obtain, and validate.

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Why You Have to Generate Your Own Data

Why You Have to Generate Your Own Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

How will you make your most persuasive case? Inside most companies, the natural tendency is to marshal as much data as possible. Get the analyst reports that show market trends. Build a detailed spreadsheet promising a juicy return on corporate investment. Create a dense PowerPoint document demonstrating that you really have done your homework. Assembling and interpreting data is fine. Please do it. But it’s hard to make a purely analytical case for a highly innovative idea because data only shows what has happened, not what might happen.

If you really want to make the case for an innovative idea, then you need to go one step further.

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UVU professor named best in state - Paul Dishman

UVU professor named best in state - Paul Dishman | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Paul Dishman, chairman of the business marketing department at Utah Valley University’s Woodbury School of Business, has been named the 2014 Best of State College/University Teacher. The Best of State Awards recognize outstanding individuals, organizations and businesses in Utah.
He is a past president of Strategic and Competitive Intelligence Professionals (SCIP), and international society based in Alexandria, Va., and has been named a Fellow of the society.

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Why Competitive Intelligence Needs A Captivating Story

Why Competitive Intelligence Needs A Captivating Story | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Despite the shift, let’s not forget that a good story is a powerful educational tool, especially for competitive intelligence professionals. In fact, executive coaches Richard Maxwell and Robert Dickman say that a story is simply “...a fact wrapped in an emotion that compels an action which transforms our world.” Facts can be found through primary research and CI software, but oftentimes, competitive intelligence is not communicated in a way that makes a lasting impact.

While CI software and briefs help tell a story, they aren’t as powerful as the story itself. That’s why competitive intelligence professionals must craft a story that includes all the qualitative and quantitative data they want to share. Think about it from the recipients’ point of view. Whether the stakeholders need to make a major decision or just need to be informed, they best way to build a case or inspire action is to use compelling facts that accurately tell the story as it relates to them.

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'Speed to Clarity': The Simple Concept That Will Help You Meet Goals

'Speed to Clarity': The Simple Concept That Will Help You Meet Goals | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

You had better ensure it's fast enough if you want to hit this year's strategic goals. "Speed to clarity" is the lapsed controllable time between the emergence of an issue and its resolution ("controllable" because sometimes we have to wait for things to happen over which we have no control). And, all other things being equal, the faster your speed to clarity, the more likely you'll hit this year's strategic goals.

One of my client CEOs calls it "from hunch to crunch," and it works like this.

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Google introduces 'time machine' feature in Street View

Google introduces 'time machine' feature in Street View | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Google has turned its Google Maps Street View into a time machine to let users travel back in time and see how places have changed. The new feature will let users track changes in landscape, buildings, roads and entire neighbourhoods from around the world since the Street View mapping program began in 2007.

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25 Companies That Are Changing the World

25 Companies That Are Changing the World | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What's an "audacious" company? It's a superlative we chose very carefully. On the one hand, such companies are defined as bold, courageous, even heroic. Yet, on the other, they are defiant, presumptuous, irreverent, and even cocky. They see a better way to do something and work to make it happen, fearlessly committed to not only making their vision a reality but also spreading that vision. 

These are the companies we celebrate. Below, you'll find an interview with the crown prince of audacity, Mark Cuban, on what it takes to build and run a bold company. Then continue scrolling to see our list of winners divided into five categories: technology, marketing, social impact, design, and culture.

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Harnessing Quant Power

Harnessing Quant Power | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


A new book by Thomas H.Davenport and Jinho Kim says that if we can’t turn all the data we’re swimming in into better decision making through quantitative analytics, “we are both wasting data and probably creating suboptimal performance.”   Keeping Up with the Quants “is geared toward executives who are not themselves analytics experts but whose jobs increasingly require them to understand and deal with those who have such expertise, both inside and outside their organizations,” writes Hayashi. The book outlines a framework for how to think like a quantitative analyst (“quant” is shorthand for the analysts who use stats to help solve business puzzles). The framework has three steps: “framing the problem,” “solving the problem” and “communicating and acting on results.”

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David Knowles-Leak 's curator insight, Today, 3:05 AM

The world needs Quants

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Constructing Cassandra in paperback

Constructing Cassandra in paperback | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
If you were waiting for the paperback edition of Constructing Cassandra to order your copy, now’s your chance:  Amazon is accepting pre-orders for $26.96 here.
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Guy Kawasaki's Secrets to Influencing Anyone (Infographic)

Guy Kawasaki's Secrets to Influencing Anyone (Infographic) | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Here's how to influence others, while maintaining your trustworthiness.
In his book, "How to Achieve Enchantment," Silicon Valley business advisor Guy Kawasaki explains how you can influence others while doing it ethically.
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How to Blend Market Research with Competitive Intelligence

When I began integrating market research with CI, I thought, “How can you merge market research with something as granular as CI?”

Through trial and error, I found ways to sift through larger amounts of raw market research data and uncover some valuable CI. Then I began adding focus groups and physician interviews. Now I am learning to integrate patient satisfaction research with CI. I also learned that blending MR with CI helps corroborate findings of one source with the other to provide an even greater understanding of the market.

To market researchers, CI can give you answers to some questions that traditional research is unable to address. To CI providers, market research is the older sibling. Y.

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If the Robots Kill Us, It's Because It's Their Job

If the Robots Kill Us, It's Because It's Their Job | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For the most part, we want machines to operate exactly this way.  The problem, by Omohundro’s logic, is that we can’t appreciate the obsessive devotion of a computer program to the thing it’s programed to do. 

Put simply, robots are utility function junkies. 

Even the smallest input that indicates that they’re performing their primary function better, faster, and at greater scale is enough to prompt them to keep doing more of that regardless of virtually every other consideration. t...

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5 Essentials Your Business Plan Probably Lacks

5 Essentials Your Business Plan Probably Lacks | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A brilliant strategy and flawless tactical execution aren't enough. You've got to plan for the human side of things.

So you've got a killer strategy that's ready for customers, competitors, and possible disruptive technology. And you've created and are executing to a plan that harnesses big data for logistics, supply chain, and distribution. Success is inevitable, right? Wrong. You'll be a flash in the proverbial pan if you neglect five essential, nonanalytic, humanistic factors, according to Rich Karlgaard in his new book The Soft Edge: Where Great Companies Find Lasting Success.

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To Create Change, Leadership Is More Important Than Authority

To Create Change, Leadership Is More Important Than Authority | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The problem is that, while authority can compel action, it does little to inspire belief.  It’s not enough to get people to do what you want, they also have to want what you want — or any change is bound to be short lived. That’s why change management efforts commonly fail.  All too often, they are designed to carry out initiatives that come from the top.  When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way.  To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership.

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Beyond Technology: How Enterprise Intelligence Supports Business Strategy

Our last post introduced the concept of enterprise intelligence (EI), the CIOs answer to business intelligence (BI). EI is a relatively new concept in the world of strategic technologyplanning and the more we explore it, the more opportunity we see for its applicability beyond technology and into other parts of the C-suite.

This post takes a look at how change affects strategic business planning, and the role EI plays in mitigating risks in a climate driven by constant and rapid change.

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