In 2010, the company set itself the target of doubling its revenues in a decade or less – without doubling its costs. According to Greg Swimer, Vice President for Business Intelligence at Unilever, information management was to play a crucial role in achieving this goal. To help its employees make better decisions, the company sought to embed data into its business processes and make effective use of data visualization and analytics..
Whenever I hear of Intelligence colleagues getting involved in mergers and acquisition, I figure “smart company”. It should be no surprise that the traditional M&A approach is showing weakness and a Do-It-Yourself approach is on the rise. And aisle 1 for the Do-It-Yourself approach should lead straight to your Intelligence Team!
three different types of global strategy: adaptation, aggregation, and arbitrage. Adaptation is when firms modify their strategies and products/services as they move to different markets around the world. Aggregation is when firms standardize their products/services, striving to exploit global economies of scale. Arbitrage is when firms try to take advantage of factor market differences across nations, so that they can achieve cost efficiencies (e.g., outsourcing to low cost labor nations).
Not long ago, protecting intellectual property was primarily the purview of technology and pharmaceutical companies. More recently, however, industries in the path of these accelerating technologies have begun to find themselves grappling with an urgent and often critical need for IP fluency.
This edition gives a near-term outlook for China, India, Malaysia, and Vietnam. China is experiencing steady growth, though risks remain. India’s recently announced budget is comprehensive but lacks a clear road map. Malaysia’s economy appears to be gaining momentum despite recent airline tragedies. And Vietnam’s growth outlook has been steady, though the economic influence of China continues to be strong.
Big data and predictive analytics have become fashionable today. But the fact that big data is so big means you must be clear about what you want. Big data and predictive analytics are creating a big buzz across industries. They are seen as critical tools for making fast and accurate business decisions and a huge source of competitive advantage. In this interview with Knowledge@Wharton, Sudhir Chaturvedi, chief operating officer of NIIT Technologies, suggests that to derive maximum benefit from these new technologies companies need to first define the business outcome that they want.
Competitive intelligence is one of the most powerful ways legal professionals achieve and maintain their advantage in the industry. But for those law firms, legal recruiters, and attorneys who are new to competitive intelligence, putting their strategy on the right track can be challenging. Below are a few things you can do to put your competitive intelligence strategy into high gear..
An easy useful strategy for the next time you're on a conference call.
Teleconferencing has been around for a long time, but with travel costs growing and telecommunications costs shrinking, it's becoming even more common. The problem with teleconferencing is that if it involves more than two or three people, it's easy to get confused about who's speaking at any one point of time. As a result, it can be extraordinarily difficult to "read the politics" of the meeting and to figure out what specific issues might need to be worked separately with individual attendees. Fortunately, there's an easy fix for this
These Maps serve as pipelines for repeated recruitment requests – but with the additional quality that they cover pretty much everyone for an industry/location/seniority/job title combination. Because of that, Maps also serve as a source of Competitive Intelligence. They provide: full identification of competitors; their locations (i.e. where the talent is/isn’t); “mapping” for the titles for similar job roles across competitors; and industry news summaries, as to what the competition is doing (hiring/firing/restructuring, etc.) ...
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.
The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses.Rapid advances in technology and the liberalization of public policy have shaped a world in which large companies face increasing performance pressure amidst sinking return on assets, intense competition, and changing workforce dynamics. Individuals are taking advantage of lowered barriers to market entry and commercialization to become creators in their own right. As a result, a new economic landscape is beginning to emerge in which a relatively few large, concentrated players will provide infrastructure, platforms, and services that support many fragmented, niche players. In this way, both large players and small will coexist and reinforce each other
Organisations wishing to avoid being outmoded by competitors or outgrown by customers need to embrace a data-driven approach to management and decision making. One of the benefits to being a company that arrives late to the game in the adoption curve of any technology cycle is the opportunity to learn from those who came before you, and in the case of midmarket companies about to embark on a big data project, their enterprise forerunners have left a trail of lessons learned. By learning from the mistakes of the enterprise and taking steps to avoid them, midmarket organisations can position themselves to enjoy the immediate success that may have eluded their larger competitors. Here are the four most important of those lessons.
The vogue for big data obscures the fact that the economic value of analytics projects often has as much to do with the psychology of de-biasing decisions and the sociology of corporate culture change as with the volumes and varieties of data involved.
Do the Three Rules of exceptional performance apply to smaller companies? Differences in size and ownership structure, as well as resources and the demands of explosive growth, can make for a very different set of pressures and opportunities. Michael Raynor, Deloitte
Ten types of innovation can be driven, supported, or measured with analytics. If you’re not using analytics for all ten types, you may not be optimizing your analytical capabilities. Tom Davenport, Deloitte
Here at GreenBook we believe that video is an increasingly important means of sharing information and collaborating. All the sessions videos from IIeX NA 2014 are now available! Check out any sessions you missed online now! Thanks to everyone who attended IIeX NA 2014 and made the event such a success! DAY 1: IMAGINE IT (Monday, June 16, 2014) Opening Remarks by Leonard Murphy and Jeffrey Henning The Campbell Soup Transformation Journey..
US Software, hardware and service providers depend on their IP for a competitive advantage. In our new white paper, we identify IP threats specific to the technology industry. US software vendors, hardware companies, component manufacturers, and service providers depend on keeping their intellectual property (IP) and proprietary information secret to remain competitive. These firms have spent decades building their IP holdings, but the rich trove of intellectual wealth is attracting the attention of malicious actors who would rather steal than invent. As a consequence, IP protection is quickly becoming a key concern.
And this is where LinkedIn has been clever, they have recognised this innate desire most of us have to be recognised and tapped right into it with ‘How you rank for profile views‘ However, this feature is more than just a talent competition, if you are a serious LinkedIn user, it represents an opportunity for you to really understand what your competition is doing, why they are coveting your clients and it allows you the opportunity to model their approach or take a different path – in short, it provides you with competitive intelligence that you’d struggle to obtain from any other source.
In other words (my words), SMEs are inherently resistant to processes, including CI, that purport to offer them more information, more data, more to do, etc. To them, and to others, CI should be offering not more, but better – better information, better data, and actionable results.
It is the role of CI’s advocates, therefore, to make their case to SMEs in terms other than merely “you need more [good] information/intelligence and CI can provide that”.
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."