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4 dangerous pitfalls of scenario planning – and how to avoid them

4 dangerous pitfalls of scenario planning – and how to avoid them | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

there is a great tool in the CI toolbox for this – scenario planning. Pioneered by Shell and others in the 1970s, today a broad range of companies, NGOs, governments etc. use scenario planning to plan for the long term. In this post I’m not going to focus on the basic steps of scenario planning (though I will provide a crash course in the next paragraph), but instead present a few of the most common pitfalls – and how to avoid them

 

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Data Mining: 4 Ways to Use Patent Analysis for Any Size Business | LinkedIn

Data Mining: 4 Ways to Use Patent Analysis for Any Size Business | LinkedIn | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Historically, Patent Analysis has been a tool for the 1,000-pound gorillas of industry, but thanks to digitized patent filings, global access and increasingly sophisticated data miners, large quantities of information obtained from patents and patent applications can be analyzed to help smaller businesses make informed decisions they may not have thought possible. Simply put, Patent Analysis is a method for visualizing large quantities of data related to research, potential breakthroughs and market ideas.

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4 Ways to Crack the Code on Competitor Pricing

During this podcast we cover a variety of ways Competitive Intelligence, Pricing, and Strategy teams can gain insight on competitor pricing models. This includes:Why you need to go beyond looking for “magic documents” that may describe the competitor’s pricing model. The pro’s and cons of talking to competitor customers and partners.The pro’s and cons of talking to ex-sellers of the competitor.The importance of SCIP’s Code of Ethics in regards to this type of research.

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Uncover competitors customer journeys by monitoring competitors email marketing

Uncover competitors customer journeys by monitoring competitors email marketing | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
we are always looking at how we can use competitive intelligence to provide marketers with better insights. This time we wanted to make it easy for marketers to keep an eye on competitors newsletter actions, thats why we are now officially launching our newsletter tracker. Now you’ll be able to not only monitor competitors’ general newsletters with different KPIs, but also discover competitors’ drip campaigns to uncover their strategies for converting leads to hot opportunities
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7 Things a Smart Networker Always Includes on a Conference Itinerary

Your next conference schedule is probably already packed with events and talks, almost every hour accounted for as you cram in as much as you can. But are you sure you're making the most of your time--and building real relationships in the process? To figure out the most effective things to include as you plan ahead, we asked 7 founders from YEC what the most important things on their itineraries for upcoming events like CES and SXSW were and why.

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A Conversation on Blue Ocean Leadership

A Conversation on Blue Ocean Leadership | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

INSEAD Knowledge interviews Professors W. Chan Kim and Renée Mauborgne, INSEAD professors of strategy and co-directors of the INSEAD Blue Ocean Strategy Institute

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delvincamm's curator insight, October 24, 12:05 AM
wheel bearing and hub assembly
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Let's Fix It: Kill the Weekly Meeting -- Bain & Company

Let's Fix It: Kill the Weekly Meeting -- Bain & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What’s less obvious to people, however, is the ripple effect those unproductive meetings have on an organization, especially when top executives meet. My Bain colleague Michael Mankins and his team analyzed time use at one large company and found that people there spent 300,000 hours a year just supporting the weekly executive committee meeting. Using data-mining tools to analyze the Outlook schedules of everyone in the company, they found that the executive committee meeting required preparation and ancillary meetings by unit heads, senior advisers, teams ... and more teams. You get the point. The meeting prep radiates outward like a forest fire consuming widening circles of employees. But meetings don’t have to get the best of you. You can manage them as closely as you manage every investment. Here are three things you can do:

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Deloitte | Reassessing IP strategies in a disruptive age | CFO Insights

Deloitte | Reassessing IP strategies in a disruptive age | CFO Insights | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It wasn’t that long ago that protecting intellectual property or IP was primarily the purview of technology and pharmaceutical companies. But because of accelerating technological advances, patent activity and the patent wars are expanding their domain into previously untouched sectors. At the same time, the United States also has experienced a fundamental shift in how IP is managed and monetized. The convergence of these two forces–technology acceleration and patent reform–has created an urgent need for business leaders, including CFOs, to reassess their IP strategies. In this issue of CFO Insights, we look at how technology has disrupted the patent process, discuss the current legislative responses, and outline the nine dimensions of a robust IP management process.

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Decision-Making at Warp Speed

Decision-Making at Warp Speed | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

This means corporations must get better at making quicker pivots, which means one's decision speed is critical. To achieve faster decision-making, companies must understand what behaviors induce speed, and which ones slow it down. They must have a formal process to drive behavioral change and track progress But speed absent quality is certain disaster. Anyone can make quick decisions without much thought. Creating an environment where thoughtful decisions are made is a key consideration that must be woven into the behavioral model. Five common beliefs may be slowing down your company's decision-making ability:

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Industry Insight: Compliance and the Competitive Business: Governance, Risk Management

Compliance with regulation and managing risk are increasingly vital to the protection of reputation. We will explore why this area is vital to build a competitive and ultimately sustainable brand and how to enhance governance and risk management. If you work in the Manufacturing sector with responsibility for procurement, contracting, HR, legal or regulatory matters, this is a unique opportunity to get legal advice which is focused on the Manufacturing sector and discuss key challenges with like-minded people in your region. This is a forum for sharing experiences, debating market trends, discussing solutions to common problems and networking with industry peers.This is the first group in a series of rolling events which will cover topics relevant to managers and personnel working across all business functions in the sector. Sessions will begin at 8:30am with coffee and pastries and should be concluded for 11am. The sessions will be hosted at our Tees Valley office at Camden House, Prince’s Wharf, Teesdale, Stockton, TS17 6QY.

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The Disruption Myth

The Disruption Myth | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

he belief that digital disruption stalks the Earth, threatening all before it, has only gained in adherents. Nowadays every corporate executive wants to disrupt; the word has become a mark of forward-thinking decisiveness—though it is sometimes attached to strategies that are more about cost-cutting than game-changing. And in Silicon Valley, belief in disruption has taken on a near religious tinge. All that disrupts is good; all that stands in disruption’s way (such as, say, San Francisco taxi companies or metropolitan daily newspapers) deserves to perish. It’s a lot to put on a word that once just meant “to break apart,” and not surprisingly, the disruption-promotion industry has been experiencing a backlash.

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Momentum Factor's curator insight, October 23, 1:04 PM

Researchers found that most metrics of dynamism and upheaval in American business have actually been declining for decades. Fewer new businesses are being launched in the United States, the average age of businesses is increasing, job creation and job destruction are on the wane, industries are being consolidated, and fast-growth businesses are rarer. Disrupting a market is talked about often, but in reality, it is an uncommon event.

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How Why and So What Can Fuel Innovation

challenge the status quo, continue to learn, and seek new opportunities to do things differently. It also helps me ferret out risks to the business if those five whys reveal outdated assumptions about the world. If we are doing something based on old assumptions and the new reality is different, the actions we are taking are potentially wrong and we could be unwittingly damaging our business. I see it as my responsibility to find and defuse those time bombs before they blow up in our faces.
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Monitoring Competitors’ Job Postings: Three Benefits You Can Get from It, and a Few Assumptions for the Future

Monitoring Competitors’ Job Postings: Three Benefits You Can Get from It, and a Few Assumptions for the Future | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

modern competitive intelligence is about tracking the product strategy of a competitor, their social media activity, content strategy, their performance on search engines and the techniques put in practice to succeed. Yet open intelligence is not limited to those sections. In this blog article, I wish to address the growing need for job post monitoring, and the precious insights that strategists can get from it. One of the main aspects of competitive intelligence is to be able to foresee the development of your competitors. By meticulously tracking the job posts of your rivals, you should be able to identify a growing trend in a company.

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Top 5 Fastest Growing Consumer Markets in 2014 - Euromonitor International

Top 5 Fastest Growing Consumer Markets in 2014 - Euromonitor International | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
A comparison of all consumer markets in terms of their expected consumer expenditure annual real growth in 2014 reveals some interesting fast-growing markets that are not among the usual major emerging markets (such as the BRICS and the MINT). Of the top five fastest growing consumer markets of 2014, Malawi and Sierra Leone are somewhat surprising entrants while Turkmenistan and Saudi Arabia are fast-growing markets with sound fundamentals that can offer significant opportunities for consumer goods companies. Mongolia is also a market with promising prospects, but its small population restricts meaningful market expansion
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Analyzing Technology Trends for Fun and Profit

Analyzing Technology Trends for Fun and Profit | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
This field of endeavor, often known as technological forecasting, consists of numerous extrapolative and normative techniques for predicting the direction and rate of technological advance in a given field and for assessing emerging technologies. Importantly, for our purposes, these approaches have been shown to be particularly amenable to analyzing advances in renewable and alternative energy technologies, and the growth in PV cell efficiencies presents us with an ideal application.
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How Culture Affects the Win Loss Process

How Culture Affects the Win Loss Process | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

I have had the pleasure of interviewing two impressive Directors of Win Loss programs. Both work for large companies that have done win loss analysis for a long while. Both emphasized the importance of company culture in how they set up their win loss programs; how they conduct win loss interviews—both internally and with customers—and how they write up the win loss analysis

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Competitive Intelligence: Creating A Data Foundation For Law Firm Expansion

Competitive Intelligence: Creating A Data Foundation For Law Firm Expansion | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
If Competitive Intelligenceyou’re a law firm looking to expand domestically or globally, you’ll need to ramp up your competitive intelligence (CI) program. The data you gather must focus on three areas 1) identifying your target markets, 2) understanding the legal market’s health, and 3) finding talent that is compatible with domestic or global expansion. Let’s take a closer look:
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Introverts, Beware the Pre-Meeting Coffee

As interesting as this to and fro on the pros and cons of coffee might be, in his new book Me, Myself, and Us: The Science of Personality and the Art of Well-Being psychologist Brian Little suggests that we may be missing an interesting and important wrinkle in the great coffee debate. It turns out, coffee might not be absolutely good or bad, but dependent not only on context (surely some ill-advised late night espresso already taught you that) but also personality type.
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What Industry Leaders Are Doing With Their Data -- INSEAD

What Industry Leaders Are Doing With Their Data -- INSEAD | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Now, we have concrete data linking Demand Analytics excellence to improved business performance (for example, sales, margin, total shareholder returns). We interviewed almost 500 INSEAD alumni spanning an array of industries and geographical regions, representing companies with revenues anywhere from less than US$50 million to more than US$20 billion. Our findings show that companies with leading demand analytics capabilities demonstrated higher commercial performance levels. On every indicator, companies in the top tier of DA adoption performed at least twice as well as the rest of the sample

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The Value of Schmoozing in the Age of Social Media -- Knowledge @ Wharton

The Value of Schmoozing in the Age of Social Media -- Knowledge @ Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Research by McKinsey and Company shows that more than half of all firms use some form of social media to enable employees to collaborate and exchange information. According to Wharton operations and information management professor Lynn Wu, the adoption of enterprise social media can improve a firm’s bottom line, but it also has a surprising effect: The more individuals use “social” terms — such as “coffee,” “lunch” or “baseball” — while engaging with colleagues on social networks, the less likely they are to be laid off.

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Published for the First Time: a 1959 Essay by Isaac Asimov on Creativity | MIT Technology Review

Published for the First Time: a 1959 Essay by Isaac Asimov on Creativity | MIT Technology Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
When I first became involved in the project, I suggested that Isaac Asimov, who was a good friend of mine, would be an appropriate person to participate. He expressed his willingness and came to a few meetings. He eventually decided not to continue, because he did not want to have access to any secret classified information; it would limit his freedom of expression. Before he left, however, he wrote this essay on creativity as his single formal input. This essay was never published or used beyond our small group. When I recently rediscovered it while cleaning out some old files, I recognized that its contents are as broadly relevant today as when he wrote it. It describes not only the creative process and the nature of creative people but also the kind of environment that promotes creativity.
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Big Data: New Oil or Snake Oil? | WIRED

Big Data: New Oil or Snake Oil? | WIRED | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There are two differing perspectives on Big Data and its value. One is that it is a valuable commodity that flows through an organization powering the engines of new insight and action, the other is that Big Data is no more than a collection of sometimes outrageous claims. Each argument has merit and interestingly, both are right, but the distinction between value and snake oil is becoming quickly obvious, despite the hype. This distinction is incredibly helpful in understanding the value of Big Data, where best to think about investments, and highlighting challenges that remain a fundamental hindrance to most enterprises.

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International Conference on Strategic Scientific and Technological Watching and Competitive Intelligence

International Conference on Strategic Scientific and Technological Watching and Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

International Conference on Strategic, Scientific and Technologic Monitoring and Competitive Intelligence SSTMCI 2015 (in French VSST) in Granada-Spain (deadline, January 31, 2015)
VSST’2015 will be organized with the objective to bring together the researchers, developers, and practitioners from academy and industrial sectors working in all (aspects, sides or facets) of competitive intelligence. The conference will serve as a forum for the dissemination of state-of-the-art research, development, implementations of competitive intelligence systems, methodologies, technologies, and applications. The key objective of VSST’2015, since 20 years, is to create a program that establishes achieves a balance between theory and practice, academy and industry, systems/tools-oriented research and content creation

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Don’t let your Strategic Plan become a very expensive bookend!

Don’t let your Strategic Plan become a very expensive bookend! | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

received over six inches of paper in binders labeled “Strategic Planning” is an understatement. I was told that this was the final work product of the numerous consultants they had retained over the past two decades to help them to come up with their strategic plan. Please believe me when I say that this “work product” must have cost them a hundred thousand dollars in fees not including the opportunity cost of the time of the partners involved in the process. And where had these binders been kept? Well where many law firm strategic plans find themselves – sitting on a shelf gathering dust. A glorified bookend!

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Christopher Ryan's curator insight, October 23, 1:06 PM

Excellent points in your post. Small countries could be fed from the wasted expense of creating strategic plans that basically sit on the shelf. 

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2014 Telemedicine White Paper | Fuld + Company

2014 Telemedicine White Paper | Fuld + Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Download your complimentary Fuld + Company white paper for an in-depth 3,500-word report addressing the business strategy challenges that healthcare providers, payers, and technology providers in the healthcare system should consider when determining whether and how to deploy telemedicine. Actionable insights include:
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Where can’t you do competitive intelligence?

Where can’t you do competitive intelligence? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

how to identify the business and political environments that make it easy (or most difficult) to collect and use competitive intelligence of any sort.  I have in mind the comments of a friend who, talking of one (unnamed) country, said that local firms “will tell you what you want to know, that is, what they think you want to hear. It just has little to do with what is actually going on.” In other words, before you try to develop, or hire someone to develop, CI in another country, is there any way to determine how likely it is that you can get reliable CI?

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