How to Evolve Intelligence Organizations for Maximum Success

The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab

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How to Evolve Intelligence Organizations for Maximum Success

A Complimentary Webinar from Aurora WDC

12:00 Noon Eastern /// Wednesday 6 January 2016

~ featuring ~

Melanie Prudom Derek Johnson


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Melanie Prudom

Melanie Prudom joined DuPont in 2011 as Intelligence Practice Leader after a decade in pharma/biotech. She was initially responsible for establishing a global Intelligence Center of Excellence (COE) within Corporate Marketing & Sales. The COE’s goal was to establish and advocate use of best practices, methodologies, processes and tools for the generation and communication of market, customer and competitive insight generation by internal, external, direct and networked market research professionals and their vendor partners.

For the past 18 months Melanie provided global B2B intelligence support to DuPont’s Advanced Materials Pillar strategy initiatives and Electronics & Communications (E&C) business unit and business segments for existing brands/products, new product / growth R&D initiatives and M&A. She is currently seeking a new opportunity due to the impending DuPont/Dow merger.

Email: [email protected]

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!

mailto:[email protected]

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• Objectives:o Key drivers, issues, considerations for structuring Intelligence organizations for

evolutionary success o Alternative organizational structures with pros/conso Group discussion including sharing of personal experiences

• Why should you care how your company’s Intelligence function is structured?o You’re hired (or looking to be) into ito You’re functioning in it (or despite of it)o You’re in (or aspiring to) a position to change ito It’s affecting your career path

Organizing for Intelligence Evolutionary Success


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PrimaryStakeholders

PrimaryFocus of

Objective

Approach and Methodology Metrics

WHO WHERE WHAT

HOW HOW

Key Drivers/Issues for Evolutionary Intelligence Success


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• Primary Stakeholders

• Who will define/prioritize the KITs/KIQs and Own the Resulting Action?• Corporate senior leadership• Business unit leadership• Existing product / brand owners• R&D and/or new product developers • Global, regional or country level colleagues• Others?

• This factor most likely to influence intelligence unit resource levels and geographical location (Where)



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• Primary Focus or Objective

• What business needs will drive the Key Intelligence Topics/Questions?• Corporate, business unit or brand level strategy• M&A• Innovation / R&D / New Product Development • Marketing / Product Line / Brand• Sales, Manufacturing or other Tactical Support• Others?



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• Approach and Methodology

• How will the Intelligence unit address Key Intelligence Topics/Questions? • Systematic, process and mind set• Clearly defined deliverables and outputs (can be ad-hoc, one time or on-going

monitoring/tracking)• Resources (time, effort, people, data/info, budget)• Interaction with other people and processes• In-source vs. out-source



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• Metrics

• How will Intelligence unit create value and measure success? • Recommended and taken actions with measurable strategic or operational impact relevant

to primary focus • Feedback from primary stakeholders• Quality and timeliness of data collection• Quality and timeliness of key deliverables and output• Must be resourced sufficiently (people, data, vendors, etc.)• Internal metrics & Key Process Indicators (KPI)• ROI



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Evolutionary Intelligence Success: Resource and Budget Considerations

• Personnel and supervision• Data/ information services, sources, subscriptions, etc.• Data/information management system and IT support• External collection, networks and vendors • Analytical support • Intelligence advice and counsel• Travel and administrative costs• Professional development and training• Special operations or projects


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Evolutionary Intelligence Success: Generalized View on Structure

• Centralizedo Presume strategic needs dominateo Report to senior corporate officer who defines/refines intelligence

priorities, requirements and provides resourceso Rely on input from across companyo Deliver forward-looking analyses

• Decentralizedo Uses multiple staff across the companyo Serves operational requirements, rarely senior managemento May or may not have corporate staff to coordinate activities and provide

strategic products derived from operational findings


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• Hybrido Uses aspects of both centralized and decentralizedo Multiple intelligence units where neededo Executive needs dominate yet ad hoc, operational needs also meto Uses consistent methods for collection and analysis

• Networkedo Utilizes internal Subject Matter Experts (SMEs) on project and on-going

basiso Benefit from on-going communication via intelligence software

solutions o Hub is usually intelligence analyst or managero Nodes include intelligence champions on priority issues

Evolutionary Intelligence Success: Generalized View on Structure


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Formal, Disciplined:

Intelligence Department Model

Pros Cons• Designed primarily for mid

to large size companies with multi-divisional, multi-national scope

• As demand grows, must manage user expectations

• Highly visible, full service capability

• In and out of scope tasks must be clearly defined

• Provides permanence, stability and formality to function with senior management endorsement

• If staff / budget grow, may be perceived as over-funded

• Creates central knowledge base

• Questions of value add may arise

• Creates several position levels for staff development and growth

• High visibility can cultivate an arrogant attitude among staff

• All elements of operation housed within single department

• Most likely self-funded with budget for internal and external resources and support

Source: Based on seminar work done by Clifford Kalb and Jan Herring, “Selecting the Right Competitive Intelligence Model,” SCIP Competitive Intelligence magazine, Vol. 15, No. 1. Jan/Mar 2012, p22-36.


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Hub and Spoke Model

Pros Cons• Supports centrally purchased

services • Difficult to coordinate

priorities

• Leverage collection networks across company

• Demand can exceed supply

• Allows for localized staff and budgets who can benefit from global purchasing power

• KITs may become a moving target due to changing client goals and reassignment/ reorganization

• Provides good early warning capability

• Appears most commonly in major global firms with mature CI functions, many operational divisions and broad geography

• Facilitates cooperation but can’t require it



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Intelligence Community Model

Pros Cons• Central unit can focus on

corporate needs, info services/systems

• Creates a highly visible, large budget

• Business units still have local collection and analysis capability for own needs

• Unless provides value to businesses, central unit can be subject to budget cuts. Value add bar is high.

• Combine to create a community that shares best practices

• Corporate group can closely identify with management and develop elitist attitude

• Creates a strong intelligence culture

• Provides for a training / development role

• Full service structure : corporate + business units + functional departments



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Cost Conscious, Conservative:

Business Intelligence Center Model

Pros Cons• Can serve needs of executive

and BU management, resulting in best offense and defense

• Requires 3-5 people in collection and analytic roles + director

• Best model for early warning • Multiple simultaneous projects makes director’s job more complex

• More functional for larger, more complex companies

• Juggling strategic / tactical demands from different units can decrease client satisfaction

• Because CI professionals are supported by SMEs in units, more effective and efficient

• Develops pool of candidates for future openings

• Employs clearinghouse with multiple sources of intelligence

• Secondary source support from library or info pro dedicated to Center



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Intelligence Matrix Model

Pros Cons• Creates strong cross-company

networks and community• May be too fragmented to

produce effective integrated intelligence

• Supports both senior management and functional needs

• Early warning must be closely managed by central unit or will fall between cracks. Needs formal structure and organization to deliver regular reports.

• Works well in de-centralized companies

• Personnel in isolated units may not get the big picture

• Separate groups link together when project calls for both strategic and tactical support

• Appears in large multinational corporations where corporate design is matrixed

• Each group operates more independently



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Basic Intelligence System Model: 2 Intelligence Professionals + Library

Pros Cons• Begins process for growing

intelligence expertise• Likely to be personnel and budget

scarcity, limiting total number or quantity of simultaneous projects

• Potential for institutionalizing CI process

• Generally thin resources so demand may exceed supply

• Good for small companies or BUs in larger companies

• Employs 2 full time intelligence pros who depend on a library

• Address KITs via secondary sources first then human source collector expands the search.

• Results reported to client or given to analyst who combines the findings and delivers a report to senior management, other decision makers



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Lone Eagle:

Single Person Model

Pros ConsSingle person acts as director through all steps of process with internal / external assistance

Can only handle limited number of projects

Weak on early warning

Does not institutionalize intelligence knowledge well

Director may be viewed as a developmental role, leading to high turnover and lack of stability

• Only works if person reports to top management to focus on highest priority KITS and operate under their authority



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Ad-Hoc Team Model

Pros ConsUsually produces good analytical results and pragmatic recommendations

Often lacks ability to produce insights or early warning

Time effective use of resources May lose its intelligence focus

Works well in small organizations or business units

No means to create institutional memory

No central repository for outcomes

• Simplest of all models

• May not believe need a full time intelligence function but do occasionally need well prepared intelligence for strategic planning or key decision making

• Ad-hoc team assembled for studying specific issue or proving value of intelligence function

• Skills reside in team members, not an individual



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Evolutionary Intelligence Success: Organizational Alternatives

• Formal and Disciplined Cultureso Intelligence Department (Wyeth)o Hub & Spoke Model (DuPont)o Corporate Intelligence Community

• Cost Conscious and Conservative Managemento Intelligence Center (DuPont)o Matrix Organization (Pfizer)o Basics: Two Minds and a Library

• Intelligence Single Person (aka Lone Eagle or Jack of All Trades) (DuPont)


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Evolutionary Intelligence Success: Lessons Learned from Organizational Alternatives

• Wyetho Successful, long term intelligence efforts morph over time as organizational

structure changes but never lose sight of best practiceso Be flexible and willing to learn new skills and disciplines. You’ll be more

well rounded and more marketable. • Pfizer

o Competitive intelligence developed within a function can be limited by that function.

• DuPonto Multiple structures can easily exist within one decentralized company.o Culture can prevent centralization.


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• Key issues and drivers for organizational success include:o Primary focuso Primary stakeholderso Intelligence methodology / approacho Metrics

• Multiple models of organizing co-exist. No right or wrong only what fits best at particular time.

• Effective organizations morph over time in order to survive.

• Bear issues/drivers in mind as you strive to achieve greater evolutionary intelligence success within the structure of your companies. Or mature and advance your career.

Evolutionary Intelligence Success:Summary and Key Takeaways


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Thank you! Now how about a little Q&A?

Email: [email protected]

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!


http://aurorawdc.com/