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10,000 Free Courses Listed in a Massive Open Courses Directory - iLibrarian

10,000 Free Courses Listed in a Massive Open Courses Directory - iLibrarian | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

OEDb has just launched a massive Free Online Open Courses Directory organizing nearly 10,000 free courses in the liberal arts and sciences. The courses are available in a variety of formats including full courses, video lectures, audio lectures, text articles, and mixed media.

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All the Wonderfully Weird Beers You Should Be Drinking

All the Wonderfully Weird Beers You Should Be Drinking | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As the craft brewing industry continues to grow, it continues to get weirder—in the best way possible. Beer is better than it’s ever been, thanks to experimental hops, funky yeast strains, and a spirit of hackerlike ingenuity. It’s not just craft, it’s science.

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The future of media monitoring is brand intelligence

The future of media monitoring is brand intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What does this mean for the future of media monitoring and where is everything going? This is where the notion of brand intelligence comes in, where monitoring companies like Ornico have their sights focused. Media monitoring is no longer about press clippings or even top-level analytics, it's about extracting the right intelligence from all the media sources to provide critical insights into brand sentiment, advocacy, share of voice and the long-term trends in this regard. Going a step further, the real value will be in predictive analytics of brand intelligence. Predicting how a brand will be perceived in the media in the future will become a crucial insight for many business executives to tailor their strategies to the market...

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How to Think About the Future of Cars

How to Think About the Future of Cars | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The average American in prime working age drives more than 15 thousand miles a year. For these commuters, the thought of not owning a car is ludicrous. With hours each day spent in transit, it’s no surprise they often obsess over what type of car to own and what routes to work to take. But despite the prominence of today’s driving culture, disruption has planted its roots firmly in the transportation industry. Innovations in ride-sharing, car-sharing, and long-distance transportation are bringing us closer than ever to a world in which car ownership is a choice—not a requirement. The businesses attacking this massive market are quickly finding both a variety of customers and enormous access to funding.

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Putting digital process innovation at the center of organizational change | McKinsey & Company

Putting digital process innovation at the center of organizational change | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In this article, we present a three-point framework for encouraging the pursuit of digitization during M&A transitions—namely, by performing end-to-end mapping of business activities, assessing and improving data management and analytics expertise, and exploring new organizational roles and operating models. To help illustrate how these activities may be carried out, we consider the potential effects of introducing digital processes in a consolidating pharmaceutical and medical-device market. In our experience, however, the framework discussed here can be applied in companies in any industry facing M&A opportunities and integration decisions.
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Peering into energy's crystal ball | McKinsey & Company

Peering into energy's crystal ball | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

McKinsey’s predictions were broadly on target in 2007. Here’s how things could turn out during the next eight years. Back in 2007, McKinsey did two pieces of groundbreaking research that still inform how I think about energy—the resource-productivity framework and the greenhouse-gas cost curve (exhibit).1 And then, with metaphorical holding of breath, we made forecasts based on that work. My colleague Matt Rogers and I thought it would be interesting to look back at these predictions—which were broadly on target, with a few clunkers—and then consider what might come next.

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Changing change management | McKinsey & Company

Changing change management | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Change management as it is traditionally applied is outdated. We know, for example, that 70 percent of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. Applying new digital tools can make change more meaningful—and durable—both for the individuals who are experiencing it and for those who are implementing it. For many organizations, a five-year strategic plan—or even a three-year one—is a thing of the past. Organizations that once enjoyed the luxury of time to test and roll out new initiatives must now do so in a compressed period while competing with tens or hundreds of existing (and often incomplete) initiatives. In this dynamic and fast-paced environment, competitive advantage will accrue to companies with the ability to set new priorities and implement new processes quicker than their rivals.

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Six traps to avoid in navigating ‘blue oceans’

Six traps to avoid in navigating ‘blue oceans’ | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


A decade ago, INSEAD business school professors W. Chan Kim and Renée Mauborgne gave the world a tantalyzing metaphor and a new approach to strategy when they published Blue Ocean Strategy. Now they’re back, espousing the same thinking for companies that want to prosper, but warning about the traps that can deter you.

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There is No Optimal Organizational Structure

There is No Optimal Organizational Structure | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Leaders should focus on getting their team members to understand how the structure of an organization often drives its strategy.   They should challenge the executives to consider this important question:  How might we look at this strategic decision differently if we were organized differently?  In other words, are we allowing structure to drive strategy (rather than the other way around)?   Leaders need to encourage team members to stand in each others' shoes..

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Crowdsourcing Is Not a Numbers Game

Crowdsourcing Is Not a Numbers Game | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It may seem counterintuitive, but too much participation can ruin your crowdsourcing efforts. Focus on careful curation rather than a cattle call. Even the best companies have blind spots. It may even be true that the bigger the company, the larger and more potentially damaging its blind spot. To offset this, firms are increasingly turning to crowdsourcing, in hopes that outsiders will pinpoint innovative solutions or ideas that are difficult to see from within the organisation. And since you never know where the next great idea will come from, it’s best to be as indiscriminate and open-ended as possible when soliciting suggestions from the crowd — or so many companies seem to think. However, there are two serious problems that arise when crowdsourcing becomes an open invitation. The first is obvious: As the pool of crowdsourced content increases, it becomes harder to give each contribution the attention it may or may not deserve. You could end up overwhelmed, up to your neck in mostly-unusable ideas. But on top of that, my research uncovered a second factor that may cast doubt on the innovation potential of cattle-call crowdsourcing.

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Strategic Decision-Making Aptitude is Critical to Market Success

Strategic Decision-Making Aptitude is Critical to Market Success | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Making and sticking with decisions can be an important component of organizational success. Unfortunately, the data from our latest market research shows that just over a third of product teams have this core aptitude. Only 37% of respondents in our latest study of high performance product teams indicate that their organizations have developed the discipline to create and stick with a strategy.

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This is Your Brain on Competitive Intelligence – Part 3 of 3

This is Your Brain on Competitive Intelligence – Part 3 of 3 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
July 23, 2015
When you are doing competitive intelligence (CI) research and analysis, you are relying on your own intelligence to drive that research and analysis. But your brain, like any other part of your body, needs proper care and conditioning.
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Competitive Intelligence: Five Strategies You Must Monitor and Why They Matter To Your Bottom Line

Competitive Intelligence: Five Strategies You Must Monitor and Why They Matter To Your Bottom Line | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Whether you are in e-commerce, SaaS, or marketing, you have competitors on all sides. This is not all bad: it will keep you focused. Also, by monitoring their strategies and the impact on their bottom line, you can streamline your own experiments. Once you have that data it comes down to what your do with and how it affects your strategy. Here are five things you can find about your competitors through online competitive intelligence and why it matters to your bottom line.

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The Best Version of 'Art of War' Ever

The Best Version of 'Art of War' Ever | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Walk into any random office and you’ll probably see a copy of Sun Tzu’s The Art of War on the bookshelf. The Art of War is a Chinese military treatise generally considered the definitive work on military strategy and tactics — and is widely touted as having influenced generations of business thinkers. But if that’s the case, why do so many of those books look like they’ve never even been opened? Probably because it’s a pretty dull read. Until now. Jessica Hagy’s The Art of War Visualized updates and enhances the original with simple and insightful illustrations.

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Here's more evidence you should always be wary of 'experts'

Here's more evidence you should always be wary of 'experts' | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Here's a trick you can try at the next party you attend: Come up with a completely bogus money term and then ask your financial expert friend to explain it to you. Chances are he'll make a fool of himself when he assumes it's a real concept and claims to know all about it. That's according to new research, which suggests that self-proclaimed experts are more susceptible to the "illusion of knowledge." In other words, people who believe they know a lot about a particular topic are more likely to claim they know about fake concepts related to that topic.

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Thierry Evangelista's curator insight, Today, 2:12 AM
Based on my own experience, this is even more true with CyberSecurity than Finance ;-)
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The 5 Types Of Innovation For The Future Of Work, Pt. 1: Employee Innovation

The 5 Types Of Innovation For The Future Of Work, Pt. 1: Employee Innovation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

As the world of work continues to evolve at a rapid pace innovation continues to become both a top priority and a top challenge. For most companies, innovation is handled behind closed doors in a secluded part of the company that only a few have access to. This type of innovation is no longer practical, scalable or effective when thinking about the future of work. In order to succeed and thrive in this rapidly changing world, organizations must adapt by implementing five innovation models, all five of these are crucial.

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Global telecommunications industry sees capital spending rise to keep pace with disruptive competitors

In a new EY survey of the industry, 36% of C-Suite respondents cited disruptive competition as the leading challenge facing them today. This comes at a time when OTTs — companies that provide apps or services over the internet in a way that bypasses traditional distribution models — continue to grow their share of value chain revenues, and the net neutrality debate remains a white-hot industry issue.
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Pursuing the global opportunity in food and agribusiness | McKinsey & Company

Pursuing the global opportunity in food and agribusiness | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
. Food-and-agribusiness investing requires a deep understanding of specific crops, geographies, and complex value chains that encompass seeds and other inputs, production, processing, and retailing. Many of the relevant investment opportunities are in geographies unfamiliar to some investors, and their profitability rests not only on crop yields but also on how different parts of the value chain perform (Exhibit 1). In this article, we examine the main trends that will likely influence the future of food and agribusiness, identify promising investment opportunities, and offer a view of how players might successfully pursue them.
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Pharma’s next challenge - emerging markets | McKinsey

Pharma’s next challenge - emerging markets | McKinsey | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Emerging markets are becoming ever more important for pharma. Yet to be successful, a rapid shift from a marketing and sales focus to an access-driven commercial model must occur. Emerging markets have now overtaken the EU5 economies (Germany, France, Italy, the UK, and Spain) in pharmaceutical spending, with a total market size of USD 281 billion compared with the EU5’s USD 196 billion in 2014. Governments in many emerging markets are making healthcare a priority. They are investing in infrastructure, funding services, encouraging the development of a domestic industry, and expanding health insurance to a broader population. As a result, emerging markets will be an important contributor to pharma sales growth over the next few years. Between 2015 and 2020, they are expected to account for USD 190 billion in sales growth, of which approximately 40 percent will come from innovative drugs.1 Much of this growth is likely to be driven by Brazil, Russia, India, China, Mexico, and Turkey (the BRIC-MT countries)

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The Essential Guide to Crafting a Work Email

The Essential Guide to Crafting a Work Email | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

You, like me, probably rattle off emails quickly, all day (and sometimes all night) long. And that means the people receiving your emails are doing exactly the same thing. Whether this is good or bad for us, generally speaking, is an open question. But until we all get better at dealing with email overflow, how do you make sure the ones you send get noticed – and for reasons other than an unfortunate Freudian typo? First, the basics. They may seem obvious, but they’re easy to forget.

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Why Do Some People Believe in Conspiracy Theories?

Why Do Some People Believe in Conspiracy Theories? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


The attractiveness of conspiracy theories may arise from a number of cognitive biases that characterize the way we process information. “Confirmation bias” is the most pervasive cognitive bias and a powerful driver of belief in conspiracies. “Proportionality bias,” our innate tendency to assume that big events have big causes, may also explain our tendency to accept conspiracies. Another relevant cognitive bias is “projection.” People who endorse conspiracy theories may be more likely to engage in conspiratorial behaviors themselves, such as spreading rumors or tending to be suspicious of others' motives.

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Tips on creating competitive intelligence dashboards

Tips on creating competitive intelligence dashboards | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

By tailoring dashboards to show the latest competitor data and market insights on a single screen for different user groups, companies have been able to increase the effective communication and use of their competitive intelligence. The best competitive intelligence dashboards combine text, information feeds, images, video and interactive elements. They can range from basic displays of information to the more interactive, dynamic formats where users can combine different data sets and even conduct predictive modeling. We have witnessed how dashboards are energizing intelligence teams to become more active in communicating with their internal audiences. Competitive intelligence dashboards that enjoy high usage rates by key stakeholders share five core common characteristics.

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The Role of Big Data in Developing Predictive Analytics: webinar July 28

The Role of Big Data in Developing Predictive Analytics: webinar July 28 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
At Manzama we see the future and we know just producing content isn't enough. The members of your team expect insight and analysis on your content. You need to build this mentality into your thought process. On this webinar, Brooke Aker and James Putney will discuss how people use predictive analytics to find new clients, how this can increase the chances of lawsuit/case success and how predictive analytics can be used to boost competitive intelligence.
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5 facts about the minimum wage

5 facts about the minimum wage | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

While the idea of raising the minimum wage is broadly popular, a Pew Research Center survey from January 2014 found clear partisan differences in support. Overall, 73% of people favored an increase in the federal minimum to $10.10 an hour, mirroring a Democratic-backed proposal that failed to move ahead in Congress last year. But while large majorities of Democrats (90%) and independents (71%) said they favored such an increase, Republicans were more evenly split (53% in favor and 43% opposed).  Here are five facts about the minimum wage and the people who earn it:

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Sound Judgment and Strategic Partnerships

Sound Judgment and Strategic Partnerships | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


Business alliances remain a tricky thing. On the one hand, alliances allow companies to tap into new markets and growth platforms. At the same time, forming alliances is risky, as it demands trust building and deep knowledge sharing with external parties. This article provides a pathway for successfully managing business alliance formation. This article is the first of the THNK VIEWS series. We bridge theory and practice on organizing imagination and innovation by extracting key implications and offering new insights to innovation practitioners.

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People Offer Better Ideas When They Can’t See What Others Suggest

People Offer Better Ideas When They Can’t See What Others Suggest | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

f you gather consumers together to generate ideas, you’ll usually get more participation and more creativity than if you asked those same people individually to put ideas in a suggestion box. But these gatherings quickly find their creativity limited because of social convergence: The participants all see the same ideas, with the result that people pick up on each other’s suggestions rather than offer fresh insights. Other participants keep quiet, either because they worry that their ideas might be ridiculed or because a few talkative people dominate the conversations. Fortunately for open innovation, the online environment makes it easy to overcome this problem. The trick is to avoid clustering, where the same people have the same experiences.

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