Competitive Intelligence 1.0 defined the activity as the ethical collection and analysis of information that led to a decision. But in Competitive Intelligence 2.0, the definition has changed.Competitive Intelligence is the process of ethically gathering and refining information enough so that it can be used to make a strategic business decision.
The 2014 Gartner Hype Cycle Special Report evaluates the market promotion and perception of value for over 2,000 technologies, services and trends in 119 areas. Here, we explore the impact of the megatrends affecting Hype Cycles and profiles across all research areas.
Earlier this summer, the Institute for Economics and Peace released its annual "Global Peace Index" report. The Sydney-based group, founded by technology entrepreneur Steve Killelea, has been tracking the peacefulness (or its lack) of the world since 2007. This year's report notes that the various conflicts we've seen recently have contributed to the "continuing the global slide in peacefulness which has now been in effect for the last seven years."
Google went public 10 years ago today, and since then has dramatically changed the way the world accesses information. It has also helped shape the practice of management. Staying true to its roots as an engineering-centric company, Google has stood out both for its early skepticism of the value of managers as well as for its novel, often quantitative approaches to management decisions. Along the way it became famous for its reliance on exceedingly difficult interview questions — later abandoned — and its “20% time” policy — reportedly on its way out. In honor of the company’s milestone, here’s a reading list of some of the best things we’ve published on the company since its founding in 1998.
When shown a photo lineup of random people and random dogs, people are able to match the pets with their owners at a rate greater than chance. So what is it, exactly, that enables us to correctly link owners and their dogs? The eyes.
It’s easy to associate delivering presentations with standing in front of an audience and gesturing toward projected slides. However, many meetings or pitches involve fewer than ten participants in a room, where everyone remains seated and walks through the same slide deck together. This is quite a different scenario with greater constraints on the presenter and fewer tools to engage the audience. But thoughtful planning and awareness of nonverbal cues can make these “non-presentations” successful..
Why do people seem so attached to the idea of ending keynotes with a Q&A session? Some solutions to the Q&A dysfunction already exist. Some hire a professional moderator or use software tools to crowdsource the questions. Others experiment with radically new ways to run events, such as the unconference movement. However, those solutions are often expensive or time-consuming to deploy, making them infeasible for many types of events. Here are four techniques that I’ve used with great results, and that can be deployed without any kind of preparation:
This is how it shakes out experientially: When you're reading your own stuff, your eyes might be dutifully scanning over your sentences, but all you're really conscious of is the meaning you're trying to get across, rather than these words you're using to convey it.
Nobel Laureate and bestselling author explains why entrepreneurs should rely on data to predict outcomes--not their intuition.
One of the problems with intuition and the concept of trusting one's gut, according to Kahneman, is that humans are very inconsistent. Using data and formulas is generally a more reliable method for predicting outcomes than relying on human experts. Experts tend to be overconfident, so they make predictions they have no business making, which a formula would not do," Kahneman says. "If a formula lacks information, it will sort of report on the lack of information.
If you’re reading this while on a conference call — perhaps even in the loo — you’re not alone. It turns out many U.S. employees would rather do just about anything rather than listen intently to their coworkers from a remote location. According to InterCall, the world’s largest conference call company, the percentage of people using mobile phones to dial into conference calls has been rising steadily over the past three years, from 19.4% of all calls in 2011 to 21.2% in 2013. While this may not be especially surprising — most of your colleagues probably have an iPhone or other such device — the things people do while on conference calls are, well, illuminating. InterCall surveyed 530 Americans to identify some of these activities, 64% of whom said they prefer using a cell phone over a regular old ringer.
This year’s Richard Beckhard Memorial Prize goes to the fall 2012 MIT SMR article by Hamid Bouchikhi and John R. Kimberly entitled “Making Mergers Work.” The authors examine why mergers and acquisitions so often fail to achieve the results and synergies they promise. The article argues that much of the difficulty lies in the failure of executives of the acquiring company to seriously consider the quite different ways that not only operational but also psychological integration between previously separate corporate entities can be achieved.
Business leaders generally present themselves as the creators of jobs, the real makers of the economy, claiming to add value to their organization, to the economy and to society. But in the US over the last few decades, through the pervasive practice of share buybacks, the incumbents of C-suite have turned themselves into takers, not makers.
That’s the thrust of “Profits Without Prosperity,” an article by William Lazonick, professor of economics at the University of Massachusetts Lowell, in the September issue of Harvard Business Review.
Technology M&A reports suggest an emerging “sense and respond” economy, along with record-setting volume of global transactions. We saw a record-setting volume of global technology M&A transactions in 2Q14.Strategic deals, large and small, targeted technologies that empower human activity. This activity is being conducted via mobile devices, which include more ways to detect and share information. Additionally, the devices offer more ways to analyze that activity, anticipate it and respond to it, particularly through advertising and marketing channels. In short, 2Q14 technology dealmaking sets the stage for emerging economies comprised of omnipresent digital environments, sensing and responding to human activity and interests.
Successful implementation of Supply Chain Business Intelligence requires more than just a technology platform. The physical implementation of the BI software by the IT department is usually successful, however, there is more to BI than just the software.
Big data can help you make better decisions but creativity and intuition are usually more valuable. Every question contains an implicit "frame" that predefines the answer you'll get. That's certainly true when asking questions of humans and doubly true when asking questions of data.
If the question that you ask of data is fundamentally flawed, you'll get an answer that's worse than useless. It's not just "garbage in, garbage out." It's "garbage question in, toxic waste out."
A new book argues that the dangers of risk aversion often outweigh the risk of making mistakes. Indeed, when it comes to decision making and risk, the real problem isn’t so much making mistakes, but rather the fear of making mistakes. “Risk aversion is closely tied to the anxiety of making errors,” Gigerenzer writes. When that anxiety is embedded in an organization’s culture, it promotes “defensive decision making”—decisions that seem to offer protection against negative consequences, but can result in suboptimal outcomes and greater risk exposure.
Following the old adage of keeping your enemies closer, they’re monitoring everything – from your company’s blog articles to customer tweets about your products or services. In many cases, they’re even tracking entire company websites and receiving email alerts or phone notifications when website changes indicate you’ve entered a new market or industry, among a slew of other things. Spooky, right? No, it’s called competitive intelligence technology and it’s becoming mainstream across all markets and industries.
There are copious definitions of strategy from numerous pundits in the field - some definitions reminiscent of everything and the kitchen sink.
Strategy is relatively new, where it has progressed over the years, following one of two paths: simplification or complication. Kenneth Andrews, was an American academic who, along with Igor Ansoff (of Ansoff Matrix fame) and Alfred D. Chandler, are credited with founding the concept of modern business strategy. One would expect Andrew's definition to be somewhat broad, as this was a new field. And it is. However, I have seen its unfortunate use by some universities today where it is used as the standard definition of strategy. It is not - it is the first definition to emerge in a new field.
There are some useful, easily learned skills that can help you read news and financial reports. The key to active reading is finding the basis for any factual assertion to determine if it is logically valid or not. As you can tell from the exercise above, many of the statements by those cited in that article are not. Data provides a start for understanding market events. But without context, we lose meaning. Lacking that, the alternative is often assumptions, myths and bias.
Thought leadership is clearly a different type of growth strategy for corporations. Consulting and service companies – such as McKinsey, PwC, Deloitte, IBM and others – have been at the forefront of thought leadership. Corporations must now begin to assess, package and share their own best practices, knowledge-sets, case studies and highly skilled and talented leaders to serve as value-added resources to fuel business growth.
Driving strategic decision-making informed by the threat environment -- PwC's Strategic Threat Management Group projecting our global threat intelligence capability into new markets daily.. Identifying emerging threats requires a dedicated, enterprise-wide intelligence capability (2 slides).
Market disruption. Those two words are extremely powerful and a goal for many technology providers. Successfully disrupting existing markets give you an opportunity to rewrite the rules, create new categories, and drive tremendous growth. To truly disrupt markets, John’s research found that three patterns of buying must occur. The first is true of all technologies-competitive, i.e. simply competing for business against others in the market for buyer projects. The second two, however, are less common and when both occur, you truly have a disruptive product.
“Positioning Brands Against Large Competitors to Increase Sales,” forthcoming in the Journal of Marketing Research. Compared to when they are in competition with brands that are similar to them in size or when consumers view them outside of a competitive context, small brands see consumer support go up when they are faced with a competitive threat from large brands. This support translates into higher purchase intention, more purchases and more favorable online reviews.