how to adapt a competitive intelligence project following a company reorganisation
TRANSCRIPT
How to adapt a CI project following a company reorganisation
C A S E S T U D Y
digimind@digimindci
CiMi Con. Evolution 2016
Summary1. Facing a reorganisation: impact on a CI project
2. Before vs after
3. Flexibility to a change
4. Digital transformation
4. Collaboration and sharing: deliverables
5. Risks/solutions
6. Conclusions
DANIEL SPILSBURY Account Manager
ARPIT BANKA Manager Market Intelligence
CI industry expert with extensive experience in the field. He advises businesses on how to automate their strategic intelligence process to increase efficiency, productivity and ensure quality results. He has been working with Digimind since 2009
Responsible for Market and Competitive Intelligence Projects for business development, strategy formulation, and corporate planning. Also responsible for developing, implementing and maintaining the Digimind- Market Intelligence System
NEW YORKPARIS
GRENOBLE
MUNICH
SINGAPORE
RABAT
95%CUSTOMER
SATISFACTION
100+EMPLOYEES
18 yearsof GROWTH
WE ARE PASSIONATE AND GLOBAL
INTERNET
360°
ANALYSIS
DASHBOARDS
DISSEMINATION
PROFILES
RELEVANCE
Real time
Monitoring
The One Stop Shop for real-time Intelligence
MARKETING
SALES
LEGAL
SECURITY
R&D
PRODUCTION
HR
STRATEGY
CompetitorsOnline reputation
EventsProducts
ClientsBusiness Development
RegulatoryFraud & Counterfeiting
Lobbying
Employer brand
Counter intelligenceSecurity
Risk ManagementPolitical
PatentsTechnological monitoring
InnovationSupplierMethods & Processes
C A S E S T U D Y
● GEA is one of the largest suppliers of processing technology for the food industry and for a wide range of other industries.
● In 2015, GEA generated consolidated revenues in excess of about EUR 4.6 billion and employed over 17,000 people worldwide
● GEA strives to be the world’s leading global engineering group, supplying smart solutions for sophisticated industry processes.
Impact on CI project
ORGANIZATIONEND USERS
Board
FT ME RT PE
Support
Regions
Head-Quarter
Former GEA organisation
Support Support Support
Regions Regions Regions
New GEA organisation
Board
Regions/Countries
GlobalCorp:
Center
SSC1EquipmentBA
SolutionsBA
CI PROJECT BEFORE VS AFTER Project: SAME
Topics: More topics now
# Users: Doubled
Language: English
Geographical coverage: IncreasedGlobal organisation
Open project
Organisation non-transversalProject not open
End use = access to their BU project
BEFORE AFTER
Transversal organisationOpen projectGlobal access
*New dashboard image*New watchlist image
CHANGED THE ACCESSIBILITY OF INFORMATION
NEW DASHBOARD
FLEXIBILITY
DIGITAL TRANSFORMATION
COLLABORATIVE ANALYSIS
COLLABORATION AND SHARING
SOCIAL COMPETITIVE INTELLIGENCE
COLLABORATION AND SHARING
----- APPLICATION NEWS
Dairy processingDairy farming
BeveragesPharma
ChemicalsHome & Personal care
REGIONAL NEWS
GlobalAsia
AustralasiaEurope
North AmericaSouth America
Middle EastAfrica
WATCHLIST
Risks
Solutions
- Identify all the different steps impacted by the change of organization (set up, directory tree, deliverables, recipients etc). An oversight can have a big impact on the calendar.
- User can get confused/ lost with the changes
- Global project = wider scope = more time consuming
- Define a specification document with all the different steps impacted and define a calendar with all the associated actions
- New customisation of Deliverables to act on the changes -> GEA Group: new Watchlist template launched when the new organization was ready in the Digimind platform.
- Internal communication
- Set up a video to explain the change (in project between GEA & Digimind)
- To save time : Automate actions with no added cost (assisted validation, assisted tagging)
● Strategic information & Financial information
● Customer information
● Market information
● Technology information
● Macro information
In conclusion…. GET EASY ACCESS IN ONE PLACE TO:
Thanks!
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