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4 Ways Technology Is Transforming Business Strategy

4 Ways Technology Is Transforming Business Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

However, it’s hard to escape the conclusion that something has fundamentally changed, albeit the shift is technological rather than cultural (a fact which Fukuyama himself alluded to in a later book). History, as we know it, is over not because we’ve figured it all out, but on the contrary because we’ve unleashed forces that render the future inscrutable

In the future, we can expect technology cycles to continue to shorten, making planning cycles less and less realistic and tenable.  History, it seems, ain’t what it used to be.
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Some Pig! Competitive intelligence and misdirection

Some Pig! Competitive intelligence and misdirection | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Let me say a few words about the problem of misdirection in competitive intelligence research (CI).  By misdirection, I mean that you end up looking somewhere that seems to be interesting or important or even attractive, and by doing so, you may miss what is really important.  The title, “Some Pig” is taken from Charlotte’s Web and refers to the scene where the spider draws attention to the pig by doing something spectacular.  In all fairness, the attention should have been on “some spider”, but the misdirection served a good purpose. In CI, what happens is when we research things, we often have to look over a broad area, and, at first, determine what is likely to be important and what unimportant.  This is where, initially, misdirection can set in.  Now here, I’m not dealing with misdirection that is purposeful by the targets, although that can happen as well.  What I’m dealing with is misdirection because of your focus.

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For Better Decision Making, Look at Facts — Not Data

For Better Decision Making, Look at Facts — Not Data | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Managers today similarly crave facts. The potential positives of working from objective facts are enticing. It’s expected that improved performance follows from basing decisions on facts, whether in traditionally heuristics-based industries such as healthcare or in causally imprecise contexts such as business strategy. But our world is awash in data, and data is not the same thing as facts. Facts are much harder to come by than data. While data seems to promise objectivity, instead it requires analysis — which is replete with subjective interpretation. Assuredly, having data is a necessary step toward making objective decisions. Yet the objectivity of data is a myth. Modern analytical methods afford creative and flexible uses of data that can support multiple perspectives and competing analyses about the same data sets.

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Sensing is Exploring Uncharted Territory

Sensing is Exploring Uncharted Territory | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Where do you start when you want something new? Whether the aim is just an improvement, a small incremental change or something more unique, disruptive and breakthrough, the start will probably determine where you end up. One key learning is that jumping with both feet into ideas without first exploring fresh angles into your innovation topic is like cooking a curry without fresh peppers. The ideas will be bland. Too often they will not constitute a breakthrough. True innovation leadership means approaching the topic from a new perspective. Creative leaders take a few steps back and do a rigorous exploration of the problem, as if they are an explorer and set foot on new land for the first time. We call this activity Sensing and it aims to identify fresh and spicy insights that can spark breakthrough ideas later on. However, this Sensing phase is anything but easy.

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Going beyond the data: turning data from insights into value - KPMG

Going beyond the data: turning data from insights into value delves into the challenges and opportunities today’s organizations face as they strive to create value through D&A. In this summary report, we explore the topline results of KPMG International’s recent survey of more than 800 senior executives to identify key themes influencing D&A’s value proposition around the world. With contributions from some of the world’s  leading D&A analysts, insights from data-driven companies and practical advice from KPMG International’s network of D&A professional
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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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How Markets and Vendors Are Evaluated in Gartner Magic Quadrants

How Markets and Vendors Are Evaluated in Gartner Magic Quadrants | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Magic Quadrants offer visual snapshots, in-depth analyses and actionable advice that provide insight into a market's direction, maturity and participants. Understanding our methodology will help you when evaluating a market, choosing a technology or service provider or managing vendor relationships.
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Marketing In Five Dimensions

Marketing In Five Dimensions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Andy Frawley, CEO of Epsilon Andy Frawley is the newly minted CEO of the self-described “global marketing company” Epsilon. The company he leads has a unique mission. In his words, Epsilon’s goal is to “fuse data, analytics, creativity and content together to connect brands with people.” In an era of rapidly changing technologies, that can be a significant challenge. The sheer volume of data, the ever-expanding multiplicity of platforms and the perennial problem of finding data scientists are but a few. But in many cases, the challenges are perpetual, as industries and companies struggle to adapt to a rapidly changing data universe.

Andy shared his perspective on these challenges — and where his industry may be headed — in a conversation with MIT Sloan Management Review’s guest editor Sam Ransbotham.

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KPMG Global CEO Outlook

KPMG Global CEO Outlook | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Growth. Volatility. Disruption. Uncertainty. When it comes to doing business, CEOs globally are being challenged to navigate the path to success within an environment of constant change. But what are CEOs doing to ensure there are no limits to their future growth? With a focus on companies over US$500m in revenue, our Global CEO Outlook involves global businesses discussing complex issues: strategy, growth, market disruption, innovation, cybersecurity, talent and transformation.  The results are eye-opening. While many CEOs are confident in the global economy and the 3 year growth outlook of their companies, many recognize they need to transform their businesses if they are to survive and prosper. In order to do so, however, big businesses need to be willing to take bigger risks

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Systems of Insight: next generation business intelligence

Systems of Insight: next generation business intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Earlier Generation BI Needs A Tune Up. Business intelligence has gone through multiple iterations in the past few decades. While BI's evolution has addressed some of the technology and process shortcomings of the earlier management information systems, BI teams still face challenges. Enterprises are transforming only 40% of their structured data and 31% of their unstructured data into information and insights. In addition, 63% of organizations still use spreadsheet-based applications for more than half of their decisions. Forrester introduced the concept of systems of insight: The business discipline and technology to harness insights and consistently turn data into action.

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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, July 28, 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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Mark Wilhelms's curator insight, July 28, 3:47 PM

#1 EMPLOYEE INNOVATION - Employees are the most valuable asset that your organization has, not some of your employees, all of your employees. Therefore it doesn’t make much sense to only rely on a few employees to come up with new products and services.

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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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