At Primary Intelligence, we know your best sources for competitive intelligence are the sales team and buyers. But, sometimes you need additional sources to alert you of upcoming activity from that fiercest competitors. So, grab your spyglass and put your thinking cap on. These sources will unravel your competition’s mystery.
There are two reasons most of us aren’t very good at creative problem solving. First, few people get training in how to be creative in their education. Second, few people understand group dynamics well enough to harness their power to help groups maximize their creativity. Resolving the first issue requires getting your employees to learn more about the way they think… a tall order for managers. The second issue, though, is well within your ability to change. A key element of creativity is bringing existing knowledge to bear on a new problem or goal. The more people who can engage with that problem or goal, the more knowledge that is available to work on it..
With digital channels and tools constantly emerging, marketing organizations must adapt much more quickly to rapidly changing conditions. To increase their agility, chief marketing officers require very different capabilities and structures than were needed in the past. Companies require new talent in agile development, big data for consumer insight, programmatic buying, and branded content, as well as redefined roles for existing talent in areas such as marketing-effectiveness analytics, marketing innovation, and agency management. At the same time, organizations must consciously build structures that offer greater agility.
Robert’s taxonomy presents a powerful framework for thinking about the design and delivery of insights in our new age of information abundance. In a world of information abundance, we need to move up the hierarchy to knowledge and wisdom. We need to sift and synthesize the many different sources of data. We need to move beyond research being “some thing you produce” to research resulting from synthesis.
And that’s what Thanksgiving is really about: food. So, in the spirit of the things that bring us all together, let’s peel apart this holiday and carve this nation up into factions like a bargain-bin bird. Who eats what where? Our SurveyMonday Audience poll about Thanksgiving traditions had 1,058 respondents.
Managers sometimes worry when they hear the word “experiment.” Will this be complicated? Expensive? Unfair to customers or employees? And thus many managers stick to the status quo, whether or not they have a good reason to do so. But this reluctance is rarely justified; in fact, managers run experiments all the time without even realizing it – and they do it precisely because it is simple, inexpensive, and fair.
Knowledge of the traits of leaders, and business leaders in particular, can help in refining theories of Chief Executive Officer (CEO) behavior; it can help in understanding differences between founders and professional managers; and it can help in differentiating talent-based and rent-seeking theories of managerial pay. Yet to date there is little data on the traits CEOs are endowed with. We present such data in this paper.
The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. What can be done to close that gap? A year ago we set out to find the answer, drawing on the collective experience of dozens of collaborative communities and learning organizations. Here’s what we found..
85% of UK workers believe the strategic objectives of their employers could more easily be met through innovative approaches. Fortunately, the innovation discussion in business is progressing. Yet although most organisations acknowledge the desperate need for change, they are still at a loss when it comes to taking action. Workforces are a goldmine for the insight needed to drive change in an increasingly competitive business environment - but this knowledge must be captured to unlock innovation. Organisations therefore need to work on a clear innovation strategy. This includes ensuring the necessary processes are put in place to filter ideas; clarifying the business objectives around innovation; and creating a culture of collaborative idea sharing
The workshop, designated for competitive intelligence practitioners and marketers, will review tools and techniques available on social media networks (and other related platforms) to gather significant information and insights about key players – mainly competitors – within corporate ecosystem. Among the workshop themes: methods to use social networks as intelligence networks, search engines and advanced search techniques to track information specifically in social media, generating alerts, tracking and monitoring competitor performance in social networks, foreseeing trends and more.
In this week's reviews of great business books: how to improve your accuracy when predicting the future and why competition and cooperation aren't mutually exclusive. Plus: the source for most of what we know about marketing today..
A look at a number of recent reports and surveys shows that while there is an appetite for using data more wisely, and an intention amongst top executives to use data more there are still many companies not using data as effectively as they could.
Three things prevent successful use of advanced analytics - a lack of business understanding, poor collaboration between analytics and other professionals, and ineffective or time consuming analytic model deployment. These challenges result in the wrong model being built, models being built but never used and expensive overruns in operationalizing analytics. Decision Modeling using the new Decision Model and Notation (DMN) standard is a key technique to address these challenges. This video walks through the process of using decision modeling and DMN to improve analytic results. ...
In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition. We’ve found that answering three questions can help transform culture from a mystery to a science: 1) How does culture drive performance? 2) What is culture worth? 3) What processes in an organization affect culture? In this article, we address each of these to show how leaders can engineer high-performing organizational cultures — and measure their impact on the bottom line.
Your company may have taken on innovation as a strategic priority or a corporate value, but what if you feel more comfortable improving execution than with being the creative leader of your team? Let’s face it: generating new ideas, recognizing those with breakthrough potential, and then mobilizing your team to drive those ideas from the mind to the market – often in the face of substantial risk and uncertainty – is not something every leader feels cut out to do. But in today’s value-based innovation economy, it’s precisely these leadership skills that need to be learned.
just finished rereading a provocative book, Freakonomics. When I finished, I realized it posited a situation similar to that raised by Superforecasting. That is, to get an answer a problem, particularly a vexing one, you must ask the right question. And, as these books show, many times we do not do that. What does that mean to those of us in CI? It means stepping back from “the problem” and clearing our head before we start our research and analysis.
Data is the foundation of all threat intelligence programs. Without reliable data, threat analysts are unable to look for and find emerging threats to the business. “A useful threat intelligence program automates the processing of external attack data from all available sources. This ensures that an organization is aware of external attacks and that internal incidents are identified based on derivative internal searching using the external attack data,” clarifies Recorded Future’s Levi Gundert, in his white paper, “Aim Small, Miss Small: Producing a World-Class Threat Intelligence Capability.”
But activating purpose is impossible without storytelling, at both the corporate and individual levels. As I’ve written previously, while purpose is essential to a strong corporate culture, it is often activated and reinforced through narrative. Individuals must learn to connect their drives to the organization’s purpose and to articulate their story to others.
This is hard for most business leaders. Great leaders are often humble and reticent to speak about themselves. This impulse is admirable, but it falls short of what’s needed to inspire people to join in the purpose of an organization. And many businesspeople feel more comfortable with waterfall charts and P&Ls than with telling their own stories. Only narrative can do that. Storytelling is a skill that leaders can — and should — hone.
Organizations no longer ask themselves “Could we do X with data?” The answer is now often yes. Instead, a key question now is, “Should we do X with data?” With analytics as a hammer, so many questions can start to look like nails. But the “should” in “What should we do?” goes beyond just selecting what to hammer on for maximum insight — the possibilities that analytical abilities create involve responsibilities as well.
Excess liquidity in the global financial markets turned a predictable plummet into a worldwide crash. A closer look reveals the root cause of the rippling crisis: The volume of financial capital available for investing far exceeds what is needed in the real economy. In other words, the world’s supply of financial savings is much larger than what is demanded for investment in economic activities, creating an enormous pool of excess liquidity sloshing around global financial markets in search of higher returns anywhere they can be found.
Make your content or brand experience worth talking about by defining your Blue Ocean content marketing competitive factors. Using the Blue Ocean map from our second installment, your goal is to understand the competitive landscape and chart the factors that your competitor’s content appears to have in common. You’re also going to find factors that are not yet tapped. These important new factors are key to differentiating your brand and carving uncharted space in your market. Warm up by answering a few questions to start distinguishing your brand from the competition:
We still don't know how much it costs (expect at least $400,000). We still don't know how many Ford will build (the rules say at least 100 road cars). We've already taken a look at the interesting technology on display at this year's LA Auto Show, as well as the cool concepts and custom cars. Today it's the turn of the sportiest stuff.
Is it possible to put your strategic, market and competitive intelligence function on a path toward higher performance? Are there any universal lessons to be learned from more experienced corporate practitioners that can be adapted and adopted to any intelligence program? And where do those leaders congregate? How can you connect with them?
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.