competitive intelligence and knowledge management (coface) guy debaux, marcus evans conference...

COMPETITIVE INTELLIGENCE & KNOWLEDGE MANAGEMENT

Marcus Evans Conference 2010

Guy DebauxCOFACE, Marketing & Competitive Intelligence

[email protected]

These slides reflect their author’s position and his research, they neither reflect the practices nor the positions of Coface.

Copyright Guy Debaux 2010

mailto:[email protected]

75%

7%

10%

4% 4%

Insurance

Factoring

Information

Receivables Management

Public Procedures

Competitive Intelligence in a multi Business Lines & cross-cultural corporate

Total 2009

€1.5 bn

4 BLs 120 subs or branches in 67 countries and 224 cities 6 600 staffs

COFACE’s Ranking in 2009: Information: #7 Gestion créances: #2 Assurance Crédit: #3 Factoring: #7


Public proc.

RM & Information

Factoring

Credit Insurance

4 Global markets, more than 100 key competitors, some dozens of countries to monitor

Competitive Intelligence at Coface: what do I do, and how do I do it…



MARKETS STRATEGY

BUSINESS DEVELOPMENT

COMPETITIVE INTELLIGENCE

& KM

Competitive Intelligence: deliverables

Prospective 2015 reports

Players’ strategic positioning per BL

Countries of Opportunity

Markets sizing & players ranking / BL

Acquisitions & Partnerships

Quarterly Competitors Watch (EXEC)

To capitalize on specific platform(s): base Notes, OCS, Blog.

Global Marketing Plan

Marketing reporting (bottom-up stats dashboards etc.)

Email_alerts to all/many/specialized/few

To organize specific meetings (COEs per BL…)

Involved in devt projects (new products etc.)

Processes: what, where, who, how?


Competitive Intelligence’s deliverables: processes & people

Information source

Collab. density

Each type of deliverable is based on specific tasks (statistics reporting to internet monitoring and HUMINT) : people involved

Int. Ext.

X M Markets sizing & players ranking / BL

X H Players’ strategic positioning per BL

X H Marketing reporting (bottom-up stats dashboards etc.)

X L Countries of Opportunity

X L Prospective 2015 reports

X X H Global Marketing Plan

X L Acquisitions & Partnerships

X H Involved in devt projects (new products etc.)

X M Quarterly Competitors Watch (EXEC)

X H Email_alerts to all/many/specialized/few

X H To organize specific meetings (COEs per BL…)

X L To capitalize on specific platform(s): base Notes, OCS, Blog.

The CI’s team & working methods

No team, weak resources…: to count on Internet Watch systems, and on the other’s resources and input

I spot competences and appetencies WorldWide I involve people, whatever their position and role I provoke them by putting stakes and What if questions

in my messages I select my addresses for email messages (from few to all) I limit my messages volume: neither saturate, nor get forgotten I use a message’s template, subject type, and a logo signature I get involved in projects and strategic questions I make people aware of CI’s activities & deliverables Then to be the source for answering any question on markets’

key drivers and players (direct or fuzzy) I try to build a reputation (a fulcrum, not an objective!)


CI processes’ organizational pitfalls (1)

Black hole

Attracts & swallows everything, delivers nothingGood looking, pleasant manners, kills all what (s)he touchesStrong power, due to his high position

Bernard l’hermite

Role taking, no role making [Organizational behaviour] Job is his own one, others never helpedShort range, straight scope, no empathy

Never surprised

Refuses to know what (s)he ignores. Ignorance under the carpet !Information is power: the more (s)he seems to know, the more his promotion is likely

BunkerOften a manager, only pleased by his troops’ obedience, Cares only about his objectives, that the others could dent.


The servant delivers directly his info to the boss, so the boss will reward.

The expert

Always a must to meet him, often rich and profitable results Empathy: happy to share his knowledge with youDoesn’t assess what’s at stake: bounded rationality [H.Simon 1957]

from information silos … to information trenches

Project B

Project A

Stiff rewards-based Projects management may harm!


CI processes’ organizational pitfalls (2)

AGILITY: towards a CI-friendly ecosystem (1)


Knowledge Sharing and Collective Intelligence practices: the management policy is the fulcrum. HR Manager as A business partner (Dave Ulrich)

IBM Global Human Capital Study 2008

Agility gaps:ANTICIPATE

Agility gaps:COLLECTIVE INTELLIGENCE

Working beyond boarders, IBM Survey Oct. 2010


Knowledge Sharing and Collective Intelligence practices: HR Managers want, but they don’t do



Knowledge Sharing and Collective Intelligence practices: the management policy can be toxical

Survey on drivers and obstacles to collaboration (400 RHM, IBM 2008)

75% « the employees are too busy for helping other through the organization» 60% « the performance metrics do not enable to reward the collaborative

attitude»

The involvment in Collaborative Processes is measured in 1/3 of the cases (Bourdon-Tessier Toulouse 2008)

SURVEY ANDRH 2009: stakes perception by the HRManagers coaching the managers with their staffs 58% Training employees 42% dialog & social climate 35% Spotting the key competencies 28%

Agility… How Competitive Intelligence contributes to leverage the company’s agility


A CI’s new paradigm: AGILITY


Get prepared!

Background works Self-ignited searches Blind spots issue Serendipity Social Networks: to gather Experts, multi-types,

multicultures and creative people

Triathlon Mix of short-term and long-term works: multibreathes Multi-competences approaches: statistics, finances, economicsTechnical competencies & psychological assets

Organigram & Management

CI visible in the organigramPart of the Top managementGet involved into new projects

Credibility, empowermentex. LVMH’s CI job ad 2010

To spot The knowers: expertise, competence, appetence The facilitators

Engage them! Empathy, engagement theory (JL. Beauvois & RV. Joule 2002) Elicitation Reciprocity: leading by exemple ! Parmentier’s trick: show just a bit, they will ask for an access to the DB for

analysis To set up communities

Common interests, shared expertises and/or markets To ask the right questions (S. Dedijer) to the right persons. To drive the knowledge sharing To pay tribute to contributions, to promote ideas and people. To watch on compliance and safety issues.

To deliver No press clipping!!! Light speed answers to urgent key questions: reciprocity guaranteed Synthesis, with key dimensions highlighted on visual maps (easy discussion

enabler) To assess Copyright Guy Debaux 2010

AGILITY’s 3Cs: Connect, Contact, Collaborate

My last experiences: Marketing Plan, innovation in products technology

The CI’s deliverables: a few final deliveries, many ongoing analysis-searches-deliveries: a mix process

Real time paradigm (leveraged by the Web 2.0 rationale):

people & tags in seconds

End of sequential processes: CI is a multi-players continuum


AGILITY: Communication tools


AGILITY: Communication toolsCollaboration & Capitalization

Emails

Letal intake reached!

Blog Intranet

Arborescence: - no muli-place

information,- culs de sac…- no collaboration

Last issue to be fixed: the Bermudas’ triangle of the Collective Intelligence

>2000 Knowledge Bases!

- Tags on BLs, Players, countries…- Weak contributions volumes (~10 a day)

+ Phone calls

Conclusion1. To meet the organization & management prerequisites

– CI as a visible and top management activity– CI spots competencies WW, contact and connect people on thematic researches– CI as a partner of the HR Dept. (D. Ulrich)

2. To involve colleagues in the CI researches– Building a global Human Network– To thanks and pay tribute publicly

3. Encouraging the Collective Intelligence through Social Capital– To set standards & metrics for collaborative processes enhancement– To set Collaborative capacity, Organizational Behaviour as criteria for hiring and

promoting people.– To assess & reward the role making rather than the role taking (Mary Uhl-Bien)– To mitigate the risk of individual rewards against the engagement in collaborative

processes– Trust-based management, linked to the need of group belonging , and

expectation of reciprocity

(A. Maslow, E. Fehr, K. Schmidt) – To encourage the collaborative processes

Danone’s Networking attitude -2002- enlarged to 80000 staffs; Solvay, Schlumberger…Coface soon?


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