Altimeter Group’s second report on Digital Transformation. This new report is aimed at executives and digital strategists to help them (you) further understand the state of digital transformation as you plan your next steps and investments. Our new report is based on a survey we cast over the last year. Its goals were twofold: 1) to unearth where companies and supporting teams are in their metamorphic digital transformation efforts; and 2) also to capture a current snapshot for future comparison.
Jay Liebowitz, editor. (From the preface.)The contributors emphasize the importance of applying intuition, gut feel, spirituality, experiential learning and insight as key factors in a executive’s decision-making process. As we get caught in the quagmire of big data and analytics, it is important to be able to reflect and apply insights, experience, and intuition as part of the executive and managerial decision-making process.
Google I/O, the company’s annual developer conference. . One of the most striking developments since last year’s conference, however, has very little to do with software: it’s Google’s devotion to exotic companies and hardware initiatives, which are usually connected to its highly secretive Google X skunkworks. Mountain View has made huge plays in robotics, artificial intelligence, balloon-based internet networks, and the connected home — and that’s just over the past 12 months. Watching the pieces fall into place, it’s hard to not see a certain pattern emerge
The Global Database of Events, Languages, and Tones (GDELT), an open source online tool with over 250 million worldwide events logged since 1979 and counting, provides an accessible platform to monitor global news at the scale of Big Data. In other words, it makes world conflict (and other geopolitical events) computational, revealing new sets of data that could hold the key to predictive conflict analysis in the future.
Hi. My name is Ed Allison and I am proud to join Mitch Emerson and the rest of the team as a managing partner at Compelligence. People keep asking me, “Ed, why did you leave a great competitive intelligence leadership role in a large corporation to join a CI start-up?”
My response to them usually revolves around the following things
Because competitive practices are becoming more critical for businesses
Because traditional techniques for competitive intelligence have failed
Nothing is more constant than change. Furthermore, the speed of change is accelerating. So for instance, the global knowledge is growing exponentially, disruptive megatrends are shaping the innovation agendas and new approaches for capturing value by innovation are becoming mainstream. Thus, new realities for innovation management are emerging and firms are forced to change their innovation management ever faster. A large study from 2013 showed that only 1 in 2 major change programs succeed. In this 2-part article series, innovation-3’s Frank Mattes shares his deep experience in designing and implementing innovation culture change initiatives. You will find ideas and inspiration about how your firm can increase the chances for success in changing innovation culture.
After a lull in technology MA activity a slew of buyouts show channel firms shoring up resources expanding geographic reach and pushing into vertical markets. Merger and acquisition (M&A) activity is picking up in the channel as companies look to strengthen skill sets in key technologies, geographies and vertical markets
The purpose of this paper was to gauge the extent to which the utilization of competitive intelligence (CI) gives rise to enhanced competitive performance in small and medium enterprise (SMEs). The research aimed to achieve this, by examining the roles of a
selection of technological, and specific environmental factors in enhancing competitive advantage for SMEs, within the Telecommunications Industry in South Africa
paper proposes a novel opinion-aware approach, PRODWeakFinder, which extracts product weaknesses from online reviews through sentiment analysis. PRODWeakFinder detects product weakness by considering both comparative and non-comparative evaluations in online reviews. For comparative evaluation, we build a feature comparison network, where the authority score of each node is assessed. For non-comparative evaluation, sentiment score is calculated through sentiment analysis. The features with lower score represent potential product weaknesses. The experiment result shows that PRODWeakFinder outperforms baseline methods in terms of both accuracy and reducing of operating costs (academic)
Outsourcing is moving to version 3.0. It calls for much more collaboration, says NIIT Technologies president Lalit Dhingra. Dhingra oversees the Americas operations of NIIT Technologies, an IT solutions organization, servicing customers in North America, Europe, Asia and Australia. Dhingra joined NIIT Technologies in 1990 and in 2006, took charge as president, operations. Outsourcing is growing up, he tells Knowledge@Wharton. It means more commitments from both sides.
This presentation summarizes the key takeaways from one of the best articles we’ve ever come across on competitive intelligence collection, analysis, and the building of competitive intelligence teams. While the article focuses on public sector experiences, the five fundamental truths, and six essential truths the article covers are an important read for competitive intelligence professionals in every industry.
The Wall Street Journal has a very good article today about listening skills. The article highlights factors that detract from effective listening and offers tips for becoming a better listener. What are some traps to avoid?
The Pew Research Center's Global Attitudes Project conducts public opinion surveys around the world on a broad array of subjects ranging from people's assessments of their own lives to their views about the current state of the world and important issues of the day. Nearly 400,000 interviews in 63 countries have been conducted as part of the project's work.
The Internet of Things at home is just taking shape--but if the latest initiative out of Lowe's is any indication, that shape will soon have four legs, a wagging tail and a lot of fur. The flourishing world of home automation is now expanding to the pet world. With a swipe on your phone, a new smart pet door lets you control your pets' access to your home when you're out. The PetSafe pet door from Lowe's is among a series of new devices that the company introduced this week, all of which can be controlled on one single platform, Iris. With the Iris app installed on your smartphone, you can keep track of your puppy's movement when you are out shopping or working. Together with a collar sensor, the door also allows you to identify your own pet so that a neighbor's cat won't sneak in to steal food.
Technological improvements in data gathering might seem to make an analyst’s job easier, but sometimes it is the opposite—true signals are increasingly hidden among more and more noise. To deal with this novel problem, the Air Force has issued a presolicitation for innovated research concepts for Human-Machine Teaming for Intelligence, Surveillance, and Reconnaissance Analysis. The goal is to advance the mission of the Air Force Research Lab’s Human Analyst Augmentation Branch, which seeks to develop, evaluate, test and transition integrated human-centric technology solutions for the community. Current research is too focused on systems-centric solutions and does not adequately address human issues, the Air Force said.
David Packard, co-founder of Hewlett-Packard, once observed that “Marketing is too important to be left to the marketing people.” A more current corollary might be, “Brand-building is too important to be left to the brand people.” The historical role brands have played – serving as symbols to guarantee a certain level of quality or as images to attract attention – is no longer relevant or useful today. A brand can’t just be a promise; it must be a promise delivered. And brand stewardship can no longer be under the exclusive purview of marketing departments and brand managers.
This paper presents a methodology to audit the functioning of an organizational intelligence system that covers all human, informational, technological and procedural elements involved. The authors propose the preference for an operational advisory audit, the operational principles, the procedures to define priority elements and aspects to be audited, the stages and the activities to be carried out, and the techniques and instruments for the collection and analysis of information. The intelligence audit makes it possible to identify the active elements and the relevant actions in the intelligence system and understand how they function within the framework of their relationships with the organization to which it belongs and its environment. The intelligence system should be audited by paying attention to strategic business processes and taking into account the organizational structure, procedures, culture and information behaviour involved. (academic)
This book describes how capture teams pursue and win large contracts. While many companies understand their customers and their own products, they lack understanding of the competition. Competitive intelligence plays a vital role in wining. Large sales are always fiercely competitive. To win, top performers can deduce not only what their competitors will offer, but also what prices they will bid. The traditional sales process has no mechanism for collecting competitive intelligence or integrating it into the sales process.
This paper offers a business intelligence perspective of social media analytics with the aim to provide guidelines to help businesses align their social media programs, processes and technologies with the overall strategic objectives of the organization. Toward this, the paper outlines conceptual underpinnings of social media analytics and business intelligence, and draws upon findings from two online expert panels that were conducted to determine current practices, technologies and processes, and recommendations for businesses adopting social media analytics. By doing so, the paper hopes to offer a basis for establishing a baseline philosophy for businesses partaking various social media initiatives. (academic)
The 2014 MIT Sloan Management Review and Deloitte social business study reveals three drivers of social business maturity—and a strong connection between social business maturity and social’s value to the enterprise.
The problem of playability versus realism is analogous to the problem of feature creep in project management. Most people have been involved in a project that started out simple but, over time, grew incredibly complex as more and more "good ideas" were added. Each idea, in and of itself, was justifiable but, in the end, led to an unwieldy mess..
Competitive intelligence functions that aren’t able to connect and work with other functions may not last very long, since intelligence can easily fall through the cracks. Since they have little value or ROI to show, the competitive intelligence function could end up disappearing altogether. The first sign is slow momentum to act, despite the intelligence reported.
But have no fear, competitive intelligence professionals! Somewhere in your organization, there is a hero who can save you and your CI team. They’re called “competitive intelligence champions” and they are necessary for almost every competitive intelligence function to survive.