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Precision versus practicality

Precision versus practicality | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

classic problem of the quantitative versus qualitative state of mind. To the quantitative state of mind, everything is a hard answer, such as a number, and it either is or is not true. To the qualitative mind things are on the spectrum, such as being more likely or less likely.

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Study: Firms with More Women in the C-Suite Are More Profitable

Study: Firms with More Women in the C-Suite Are More Profitable | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

According to a survey of nearly 22,000 companies around the world. We found that these figures matter to the bottom line. When we examined the profitable firms in our sample (average net margin of 6.4%), we found that going from having no women in corporate leadership (the CEO, the board, and other C-suite positions) to a 30% female share is associated with a one-percentage-point increase in net margin — which translates to a 15% increase in profitability for a typical firm.

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The first question to ask in your CI information strategy is...

The first question to ask in your CI information strategy is... | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What content should be published and by whom? The first key question to ask when defining your Competitive Intelligence (CI) information strategy is what information to include in order to satisfy the intelligence and knowledge requirements of the organization.  Content can either be acquired by external sources or internal publishers, so both these providers should be considered.

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Stratfor has 11 chilling predictions for what the world will look like in 10 years

Stratfor has 11 chilling predictions for what the world will look like in 10 years | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In 2015, private-intelligence firm Strategic Forecasting, or Stratfor, published its Decade Forecast, in which it projects the next 10 years of global political and economic developments. While international analysts often try their hand at predicting the major events of the coming year, Stratfor believes that it's identified the major trends of the next decade.

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Significant change in the structure of the Economic Intelligence in France

This decree does not mean the end of Economic Intelligence, but rather a redeployment to strategic technologies, plus a focus on strategic  information. In addition to the functions related to territorial development are retained (accentuated role of prefects). There has also been a focus to the role of  companies that must build the capacity necessary to create actionable knowledge form  strategic information  and Competitive Intelligence.

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Forget the Elevator Pitch, Focus on the Tweet Pitch

Forget the Elevator Pitch, Focus on the Tweet Pitch | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Entrepreneurs fret over the 30-second “elevator pitch.” However, in 2016, entrepreneurs should focus more on their 140-character, one-line “tweet pitch.” The tweet pitch gives you just three seconds to make a first impression, to entice the audience to bother to read the next paragraph, or to click to see the details. Not enough of the one-liners are clear, succinct and to the point.

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Does where you’re from affect your leadership style?

Does where you’re from affect your leadership style? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

By analysing reports on 1,500 senior executives, Gurnek Bains, from leadership consultancy YSC, was able to reveal their strengths and weaknesses. His team divided the data across regions and into different categories. As globalization continues apace, emotional intelligence about different cultures and practices is key. To lead a global team, technical knowledge and industry awareness is not enough: cross-cultural understanding is a must.

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The Four Critical Competencies Guiding Transformational Leadership

The Four Critical Competencies Guiding Transformational Leadership | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
What are the critical competencies needed to lead in our fast-changing business environment? This question was the focus of a study jointly conducted by the professional services firm Heidrick & Struggles and the University of Oxford Said Business School. The study was based on over 150 conversations with CEOs from a wide range of sectors around the world. Its findings were recently published in The CEO Report: Embracing the Paradoxes of Leadership and the Power of Doubt.
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Pushing the Boundaries of Predictive Analytics and the IoT - Sloan MIT

Pushing the Boundaries of Predictive Analytics and the IoT - Sloan MIT | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What will happen to predictive analytics once everything is connected?

From sensing issues with turbine engines to identifying non-standard washing machine loads, predictive analytics are a given in the Internet of Things (IoT). This list looks at the future state of predictive analytics — including challenges — when everything is connected.

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Companies Are Reimagining Business Processes with Algorithms

Companies Are Reimagining Business Processes with Algorithms | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

With machine-reengineering, process changes are constant and driven not just by history but also by the predictive capabilities of machine-learning algorithms. Machine-reengineering asks that people train and actively manage the performance of the algorithms and data models that drive process change, rather than drive process change themselves.

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FELLOWS FIRST FRIDAY -- You Never Know: Also, How to Prove You're a Good Strategist

FELLOWS FIRST FRIDAY -- You Never Know: Also, How to Prove You're a Good Strategist | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

“You never know” is the all-purpose excuse, the duct tape of debriefing, the final shrug. It fits well be­cause it’s true. You don’t know. Neither do I. But that doesn’t stop us from being smart strategists.

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How to get your ideas past the "Not Invented Here" crowd

How to get your ideas past the "Not Invented Here" crowd | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

That’s an archaic way of thinking in an increasingly open-source world. It’s quite common for companies to stall as the economic and competitive landscapes shift beneath their feet; they may lose focus, or become complacent, or get knocked sideways by a punch they never saw coming. And when a company is in trouble, time is too short and resources too constrained to try and cook up a solution that may have already been baked elsewhere. Insights and ideas, processes and perspectives, and even software and services “not invented here” should be sought after and embraced, not avoided.

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The Best Tools to De-risk Innovation

The Best Tools to De-risk Innovation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

At the start of the twenty first century the innovation buzz has become deafening. It commands the attention of everything - from the popular media to scientific journals. Innovation is claimed to be the driver of economies and the competitive edge of companies. With innovation being the core of many new management styles, one question still remains for the enthusiastic manager; what are the concrete tools for my employees to build our revolutionary innovations?

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Good Communication Requires Experimenting with Your Language

Good Communication Requires Experimenting with Your Language | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Changing how you phrase things can pay off. Situations where we just do the same thing over and over again without asking if it’s really effective — are very common. And managers need to recognize these situations for what they are: unnecessary risks. Why speculate when you can run an experiment to see what works? Just look around your organization, and you will find opportunities all over the place.

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Why Distinctive Customer Targeting Is a Smart Strategy

Why Distinctive Customer Targeting Is a Smart Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Don’t underestimate the power of choosing a unique definition of the customers your company will serve. These examples both illustrate an aspect of smart strategy that companies often overlook: choosing a unique definition of their target customer to gain a competitive edge or minimize head-to-head competition.

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Discovering the Value of the “Corporate” Entrepreneur - Kellogg Insight

Discovering the Value of the “Corporate” Entrepreneur - Kellogg Insight | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

successful intrapreneurship can bridge what he calls the “cultural chasm” between the leadership in established corporations and the entrepreneurs in their midst. It can also add tremendous value for both the parent company and new entity. But it is not always easy to pull off.

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The Antidote to HiPPOs: Crowd Voting

The Antidote to HiPPOs: Crowd Voting | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In most organizations, authority for the most important strategic decisions is left to the highest-paid person’s opinion (HiPPO). But all too often, the HiPPO can prove to be wrong. HiPPOs are also responsible for misreading consumer trends at the Gap, Banana Republic, Nokia, and Blackberry. The truth is that HiPPOs aren’t intended to be ill-informed decisions. But relying on the judgement of one person or very few individuals is bound to lead to trouble.

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How to Build a Social Learning Community for Analytics and Insights Professionals

How to Build a Social Learning Community for Analytics and Insights Professionals

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Win Loss Programs: Why such a bitter pill for sales?

Win Loss Programs: Why such a bitter pill for sales? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Despite the increasingly competitive nature of B2B selling and the desire by some executives to actively engage their firms in Win Loss initiatives, many sales teams do not welcome the addition of Win Loss programs to their organizations and, in fact, many sales reps actively resist such initiatives. The primary reason for this is uncertainty surrounding how Win Loss findings will be used.

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What sets great leaders apart from their peers?

What sets great leaders apart from their peers? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A 10-year longitudinal study on US business executives reveals what it is exactly that sets the most successful leaders apart from their peers.

Good decision-making skills, an understanding of one’s entire company, and a knowledge of the broader industry are all decent qualities for business leaders to have. But there’s another characteristic that can help make the difference between being a good CEO and being a great one. It’s a knack for building solid relationships.

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How To Track Your Competitors' Pricing Strategies and Use Them To Your Advantage

How To Track Your Competitors' Pricing Strategies and Use Them To Your Advantage | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It comes as no surprise that when you’re operating in a crowded business landscape you need to pay attention to your competitors’ product offerings and pricing strategies. Even if you don’t have many direct competitors with your exact value proposition, you need to think in relation to your customers’ next viable alternative to your offering. If you’re not actively tracking the state of your industry, you can price yourself right into irrelevance.

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Don’t Be Mad About Promoting Mad Men (or Women) | Ivey Business Journal

Don’t Be Mad About Promoting Mad Men (or Women) | Ivey Business Journal | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It’s perfectly understandable — even desirable — to want to reward exceptional workers, but owners and managers often believe that the only way they can reward employees is by promoting them to supervisory roles. This is not only not true, it is dangerous thinking..

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Survey Roundup: Bogged Down by Slow Decision Making

Survey Roundup: Bogged Down by Slow Decision Making | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A survey of 300 C-suite-level executives from organizations in 16 countries by accounting organizations Chartered Institute of Management Accountants and the American Institute of Certified Public Accountants found 72% of respondents said their companies have had at least one strategic initiative fail in the last three years because of delays in their decision-making process. Forty-two percent said their organization lost a competitive advantage to a more agile competitor because of slow decision making, with 29% citing organizational silos and bureaucracy as a the biggest reason for coordination problems.

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Improve Your Threat Intelligence Strategy With These Ideas

Improve Your Threat Intelligence Strategy With These Ideas | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Threat intelligence is a massive subject, and it’s natural to want to produce the most comprehensive range of intelligence possible … but that’s not always useful. In fact it’s usually not.By concentrating intelligence efforts on highly specific business objectives (e.g., to maintain or improve profitability), this broad subject can be narrowed down to the point where a small amount of highly valuable intelligence is produced.

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Before a Meeting, Tell Your Team That Silence Denotes Agreement

Before a Meeting, Tell Your Team That Silence Denotes Agreement | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Most bosses assume that, when they directly ask for feedback, people will offer their thoughts candidly and directly. It’s great when that happens. But it often doesn’t, especially in public settings and high-stakes situations. If you get unanimous, but mostly unvoiced, support for a decision that you thought might be contentious, it should be a warning sign. In some cases, junior people may hesitate to disagree with bosses or senior colleagues. In others, the most powerful team members may be disinclined, for political or other reasons, to express candid opinions in front of the group because they know they can always get access to decision-makers or launch a covert campaign to sway support their way after the fact

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