"it's not just about tools and technology" - world class intelligence road map
TRANSCRIPT
”It´s Not Just About Tools & Technology”
INTELLIGENCE OPERATIONS DEVELOPMENT
Comintelli Webinar, April 20
Presenters
Hans HedinSenior Consultant
Comintelli
Rania BotaniMarketingComintelli
Agenda• Webinar introduction• Intelligence Problems• World Class Intelligence
Framework• Q&A
Hans HedinSenior ConsultantComintelli
About Comintelli
Hans Hedin, Senior Consultant, Intelligence Operations DevelopmentHans Hedin is an experienced consultant, instructor, author, workshop – and conference leader within the fields of strategic analysis and intelligence. He has advised senior executives and intelligence directors in global companies (such as Merck, Philips, Statoil, Procter & Gamble and ABB) on organizing and further developing intelligence and strategic analysis programs.
Hans Hedin’s background● Comintelli (2015 - ) Senior Consultant, Intelligence Operations
Development● Global Intelligence Alliance (2003-2013) VP Business
Development. Responsibilities: MI consulting, GIA conference chairman, MI concept development, MI training, responsible for recruiting and developing the global intelligence network.
● Journal of Intelligence Studies in Business: Managerial Board Member
● SCIP Speaker & Workshop Leader (1995-2013)● KTH Executive School: External Faculty Member (2007-2010)● Docere Intelligence (1996-2003) Vice President. ● SCIP Scandinavia Chapter Co-ordinator (1999-2003).● Lund University: Lecturer Intelligence & Security (1993-1996)● Lund University: Master International Business Programme (1989-
1993)● Nordea Bank: Developer of financial analysis software (1985-1987)● Royal Swedish Marine: Military service (1984-1985)
Hans is the co-author of the book: “The Handbook of Market
Intelligence” (Wiley 2014), which includes the World Class Intelligence Roadmap, and “Företagets
Omvärldsradar” (2006).
Intelligence Problems• ”We have som much information,
but we don´t seem able to figure out what will happen in the future anyway”
• ”We do a lot of analysis, but we lack an integrated methodology for the management of the intelligence activities”
• ”We are just starting up our competitive intelligence program, but we don´t really know where to start”.
• ”We want to develop a world class intelligence capability. How do we do that?”
”We seem to have...
”We do a lot of analysis, but...
”We are just ...
Intelligence Operations Development (IOD)
Development using the World Class Intelligence Roadmap Roadmap
6 Key Success Factors
• Intelligence Scope• Intelligence Process• Intelligence Deliverables• Intelligence Tools• Intelligence Organization• Intelligence Culture
The ”World Class Intelligence Roadmap”* is a methodology to diagnose and develop market- & competitive intelligence programs.
The ”World Class Intelligence Roadmap”* is both a management tool for intelligence as well as a development tool.
Intelligence Operations Development (IOD)● Describes the existing intelligence
situation● Describes the preferred future situation● Recommends a path to reach the
preferred future state, based on best practices.
* Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)
Intelligence Evolution
5 Maturity Levels
Level 1 Level 3 Level 4
Informal
Level 2
Basic
Intermediate
Advanced
Level 5
World Class
Ad-hoc & intuitive
Intelligence program emerges
Intelligence recognition with
refined deliverables
Intelligence embedded in
business processes
* Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)
Intelligence as a key competitive advantage
Where are we?Where do we want to go?How do we get there?
Key Success FactorsSCOPE PROCESS DELIVERABLES TOOLS ORGANIZATION CULTURE
Mission & vision statement
Focusing intelligence Market monitoring IT: Searchable database for market intelligence
Leadership & management
Top-management support &
Intelligence users:- Target processes- Target groups
Information source management.
Information collection / creation
Information research / facts finding projects
Key-topic profiles
IT: Automated information processing routines and delivery of alerts to end users
Central intelligence team(s)
Branding of intelligence activities
Sophistication:- Breadth of focus - Depth of analysis
- Information structuring
- Analysis- Conclusions
Strategic analysis projectsStrategic advisory projects
IT: Discussion and collaboration features for end users
Internal and external intelligence networks & expert groups
Style of intelligence activities (CNN, CIA or professor Norton)
Time horizon:-Past-Present-Future
Communication- Mail - Intelligence Portal- Seminars- F2F / personal
Format: - Alerts- Documents- Video- Podcasts/audio- Personal
Analytics: Analytical methods & frameworks
- Centralized vs. decentralized organization- Degree of outsourcing
The 3-A Approach: - Awareness- Acceptance- Assistance
Budget:- Invest first- Results first- Internal market
Integration into key business processes
Intelligence portfolio mngmt.- New- Develop- Discontinue
Other tools: - Mindmapping - Speed-reading - Memory techiques
Competencies:- Competence attraction- Competence development
Corporate culture:- Curiousity- Collaboration- Competitive team-
spirit
In Practice: Diagnosing & Target Setting
DESCRIPTION
Informal Basic Intermediate Advanced World Class
Intelligence Scope
No specific focus has been determined. Adhoc needs drive the scope.
Limited scope, seeking quick wins. Focus typically on competitors or customers only.
Wide scope with the attempt to cover the current operating environment comprehensively.
Analytical deep dives about specific topics complement the comprehensive monitoring of the operating environment.
Broad, deep and future-oriented scope that also covers topics outside of the immediately relevant operating environment.
Intelligence Process
Reactive ad hoc process puts out fires as the emerge. Uncoordinated purchases of information.
Needs analysis made. Establishing info collection from secondary external sources. Little or no analysis involved in the process.
Secondary info sourcing completed by well established primary info collection and analysis.
Advanced market monitoring and analysis processes established. Targeted communicationof output to specific business processes and decision points.
Intelligence process deeply rooted in both global and local levels of the organization. MI fully integrated with key business processes; two-way communication.
Intelligence Deliverables
Ad hoc deliverables quickly put together from scratch.
Regular newsletters and profiles complement ad hoc deliverables.
Systematic market monitoring and analysis reports emerge as newm structured MI output.
Two-way communication is increasedboth production and utilization of MI output. Highly analytical deliverables.
High degree of future orientation and collaborative insight creation in producingand delivering the CI output.
Intelligence Tools
Email and shared folders as the primary means for sharing and archiving information.
Corporate intranet is emerging as a central stoage for intelligence output.
Systematic market monitoring and analysis reports emerge as new, structured MI output.
Sophisticated channeling of both internally and externally produced CI content to the MI portal. Multiple access interfaces to the portal in use.
Seamless integration of the MI portal to other relevant IT tools. Lively collaboration of users trough the CI portal.
Intelligence Organization
No resources specifically dedicated to MI. Individuals conducting MI activities on a non-structured basis.
One person appointed as responsible for CI. Increasing coordination of CI work inte the company. Loose relationships with external info providers.
A fully dedicated person manages CI and coordinates activities. Centralized, internally or externally resourced info collection and analysis capabilities exists.
Advanced analytical and consultative skills in the intelligence team. CI network with dedicated resoruces in business units for collecting local market info. Non-core CI activities outsourced.
CI team has reached the status of trusted advisors to management. Internal MI network collaborating actively. Internal CI organizations smoothly integrated with the outsourced resources.
Intelligence Culture
No shared understanding exists of the role and benefits of systematic MI operations.
Some awareness exists of CI, but the organizational culture overall is still neutral towards CI.
CI awareness in an moderate level. Sharing of info is encouraged trough internal training and marketing of MI.
CI awareness is high and people participate actively in producing MI content. Top management voices its continuous support to MI efforts.
A strong CI mindset is reflected in the way people are curious towards the operating environment and co-create insights about it.
Company X Intelligence in 2018
Company X Intelligence in 2016 * Source: Hedin et.al. “The Handbook of Market Intelligence” (Wiley 2014)
Where are you now?Were do you want to be in 2018?
Intelligence Operations DevelopmentAn assessment of an organizations intelligence operations. The purpose is to provide best
practice recommendations on how to develop the organizations intelligence program further. Comintelli will conduct a number of interviews and workshops together with the customers.
The renowned ”World Class Intelligence Framework”* will be used to develop a future roadmap for the organization in the areas of:● Intelligence Scope● Intelligence Process● Intelligence Organization● Intelligence Deliverables● Intelligence Tools● Intelligence Culture
The ”World Class Intelligence Framework”* is both a management tool for intelligence as well as a development tool.
The deliverables is a customized blueprint document that● Describes the existing situation● Describes the preferred future situation● Recommends a path to reach the preferred future
state, based on best practices.
Results: Proven Framework
• Over 3.000 companies have used the ”World Class Intelligence Roadmap” framework by taking part in the global surveys conducted in 2009, 2011, 2013, 2105.
Concept based on Global Intelligence Alliance ”Global Market Intelligence Survey” conducted in 2009. 2011, 2013. In 2015 it was conducted by M-Brain.The surveys were based on the ”Market Intelligence Roadmap” concept.
Source: GIA Global MI Survey 2013
Thank You for Your Attention!• Want to learn more?
• Please contact Hans Hedin at [email protected]
• www.comintelli.com
Questions & Answers!
Thank You for Your Attention!
Rania [email protected]
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