September 21-22 • Chicago, IL Collaborative Analytics and ... · September 21-22 • Chicago, IL Collaborative Analytics and Insights to Unite Strategy & Innovation Applying market

JPK

Gro

up2016 Product Intelligence & Innovation Summit

September 21-22 • Chicago, IL

Collaborative Analytics and Insightsto Unite Strategy & Innovation

Applying market segmentation and intelligenceto innovate, grow and gain a competitive advantage

September 21, 3:45pm

Arik Johnson is Chairman of Aurora WDC, the intelligence advisory firm he

founded in 1995. After stepping aside as CEO in late 2009, today Arik serves as

Managing Director and lead architect at Aurora’s R&D lab, think tank network

and intelligence policy institute, the Center for Organizational Reconnaissance

(COR). Arik is a Fellow of the Strategic and Competitive Intelligence

Professionals society and has chaired SCIP’s annual international conference

(2006), served on SCIP’s board of directors (2004 – 2006), won SCIP’s Catalyst

award (2005), and served as a chapter coordinator, as well as, trustee and

development committee chair of the CI Foundation.

View presentation online at:

www.jpkgroupsummits.com/attendee6

Arik Johnson – Aurora WDC

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Angles of Attack:Collaborative Analytics and Insights to Unite Strategy & Innovation

Arik Johnson

Founder & ChairmanAurora WDC [AuroraWDC.com]

Managing DirectorCenters for OrganizationalReconnaissance [COR.vc]

The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab

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Aurora WDC

HistoricalContext

ProspectiveFuture

Understand

Uncertainties

Blind Spots and GAPsAurora WDC

Subject-Matter Expertise & Experience

Enables Planning to

Outthink/Outcompete Competitors

Acquire

A Clear Contemporary View of the Current

Market

Plan

Prediction of a Future StateHistorical Context + Contemporary View = Forecast of Trends for the Future

Clear Historical Context of the Past

Understanding Today (and 1-3 Years

Forward)

Current Macro and Micro View of the

Competitive Environment


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Strategy should be a

Response to Intelligence

Not the other way around…

What, exactly, IS “strategy”?


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Strategic, Market & Competitive Intelligence has 3 Primary Operational Roles

Signals

of

Change

Strategic Choices

Influencing

Success

Likely Outcome of

Competitive

Battles


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STOCHASM

The difference betweenwhat you think you know andwhat you actually know.

Intelligence lives in this chasm, creating new knowledgeAND

disputing false assumptions.


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Three Key Business Trends Driving Business Strategy Evolution

Human Capital & Enterprise CollaborationEveryone in the Firm becomes a Virtual Member of the Intelligence Apparatus, Better Engagement by Rank & File, Shared Visibility of Issues & Actions

Corporate Governance & Risk OversightBoard-level Priority Ensuring Reliability of Management’s Earnings Forecast & Assessing Risks to Status Quo

Business Model Disruption & Value InnovationPredicting the Outcome of Competitive Battles by Anticipating Changes in Product/Strategy Dynamics


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In selling the Xiaomi smartphone, Xiaomi employs a strategy that is very unlike other smartphone makers such as Samsung and Apple. Lei Jun, Xiaomi CEO, said that the company prices the phone almost at bill-of-material prices, without compromising the component quality and performance compared to other premium smartphones. To profit from the narrow margin, Xiaomi sells a model for up to 18 months instead of the short 6 months used by Samsung to profit from the fall in the costs of components that occurs over time. It also profits by selling phone-related peripheral devices, smart home gadgetry, in addition to apps, online videos and themes. In the long term, the company sees the hardware sales just as a means of delivering software and services, as explained by Hugo Barra, "We are an internet and a software company much more than … a hardware company.


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Managers caught in this kind of competition almost universally say they dislike it and wish they could find a better alternative. They often know instinctively that innovation is the only way they can break free from the pack. But they simply don’t know where to begin.

Chan Kim and Renee Mauborgne

Competing head-to-head can be cutthroat especially when markets are flat or growing slowly.


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Knowing Why They Buy“Companies may know a good deal about their customers. They know nothing, as a rule, about their non-customers -- the people who should be their customers but buy from someone else. Why do they do that? And yet it is the non-customer where important changes always start first.”

Look Beyond the Current Business


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Success Breeds Complacency

“It is a classic conundrum for business titans: How much money and attention should be focused on a new, but growing, operation that is far less profitable than the core business?”

- Prof. Clayton Christensen, The Innovator's Dilemma


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Customers “Hire” Products to Do

“Jobs” for Them

Concentrate Less on

What Customers “Want” and

More on What Customers “Need”


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Disruptive Technology

http://upload.wikimedia.org/wikipedia/en/8/8e/Disruptivetechnology.gif


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Disruptive Innovation StrategySustaining InnovationsBetter Products Brought to Established Markets

Low-End DisruptionsTarget Overshot Customers with a Lower Cost Business Model

New-Market DisruptionCompete Against Nonconsumption

DifferencePerformanceMeasure

TimeNonconsumers or Nonconsuming Contexts

Performance


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Customer Demand & Signals of Change

1. Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing or Decreasing Barriers to Innovation

2. Undershot Consumers: Opportunities for Up-Market Sustaining Innovations

3. Overshot Consumers: Opportunities for Low-End Disruption, Shifting Profits by Specialist Displacements (Modularity) and the Emergence of Rules

4. Non-Consumers: Opportunities for New Market Disruptive Growth

Established Companies almost always

Lose to Disruptive Innovators


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Competitive Intelligence Analysis Failure: Diagnosing Individual Level Causes and Implementing Organisational Level Remedies by Fleisher & Wright

Abstract:It is anticipated that any Competitive Intelligence (CI) professional would want to perform the analysis task and execute their responsibilities successfully over time. Such competencies would normally come with added experience on the job, as should the ability to reduce the risk of failure by diagnosing potential pitfalls. This paper presents: (a) a unique four-level hierarchical model of analysis failure; (b) identification of common causes of failure at the individual level; (c) 10 key continua of CI analysis skills which we believe an analyst has to master to become competent in their work; and (d) guiding principles for an enlightened firm to follow if they wish to discharge their organisational level responsibility of reducing the potential for analysis failure. We believe that the issues raised in this paper are of significance and should ultimately contribute towards creating a more successful analysis function. This can only be of benefit to educators, practitioners and others who rely on skillful CI output to inform their decision making.

Journal of Strategic MarketingVolume 18, Issue 7, 2010Special Issue: Competitive Intelligence, Analysis & Strategy


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Collaborative

Insights Team


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Dr. Craig S. Fleisher


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Related Techniques

Scenario Analysis

Competitor Analysis

Blindspot Analysis

Johari Windows

Financial Ratio / Statement Analysis

STEEP and Industry Analysis

Executive Profiling / Shadowing

Value Chain Analysis

Supply Chain Analysis

SWOT Analysis


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Reconnaissance Roles in Value Chain of Every Customer Offer

Pricing

Buy, Build or Partner

Operational Metrics

BusinessModel & Case

SalesProcess

Thought Leaders

Market Requirements

MarketSizing

MarketingPlan

Product Roadmap

Awareness Bldg. Plan

Market Research

Market Problems

Distinctive Competence

Product Performance

Customer Acquisition

Positioning

Customer Retention

LaunchPlan

Product Contract

Innovation

Market Messaging

Channel Training

Win/Loss Analysis

Competitive Battle Cards

EventSupport

Collateral & Sales Tools

Presentations & Demos

WhitePapers

User Personas

“Special”Calls

Release Milestones

AnswerDesk

Technology Assessment

Competitive Analysis

Lead Generation

Buyer Personas

Win-Loss

Market Analysis

Product Strategy

Program Strategy

Product Planning

Quantitative Analysis

Channel Support

SalesReadiness

Stra

tegi

c Tactical

Channels Analysis

Life Cycle Strategy

Capabilities & Resources

Supplier Analysis

Sales Training

Sales Automation

MarketSegments

Sell Against


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Era of Asymmetric Interpretation [Reconnaissance]Asymmetric Interpretation Depends on Both Decisive & Incisive Sensing

Incisive

Scanning for Trends, there may be no Decision made

Historical Patterns & Anomalies

Implications for the Reader

Bottom-Up Exposition

Driven by Trends

Product is Observation/Commentary

Emergent & Skeptical

Open Source

Decisive

Frame of Reference is the Decision

Compares Options & Outcomes

Recommendations & Trust

Top-Down Imposition

Driven by Issues

Product is Decision/Action

Factual & Hypothetical

Confidential & Proprietary


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Asymmetric Interpretation Engages the Entire Workforce in Collaborative Sensing to Anticipate and Act on Industry Change

Signals

of

Change

Strategic Choices

Influencing

Success

Likely Outcome of

Competitive

Battles

Why Reconnaissance?


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Feel free to ask for help:

Email: [email protected]

Phone: +1-608-630-4242

Twitter: @ArikJohnson

LinkedIn: www.linkedin.com/in/ArikJohnson

Skype: ArikJohnson

Web: www.IntelCollab.com & www.AuroraWDC.com


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Observer Collaborator Provocateur

TASKING COLLECTION DISSEMINATIONANALYSIS

People &

Culture

Methods &

Systems

Products &

Services

Mission &

Priorities

Intel Team Audit

Delphi Interviews with Key Executive Clients

Enterprise-wide Recognition of Intel Value by the Workforce

SME Profiling / OSINT Intel Fitness Assessments, Team Fundamentals & TrainingHUMINT / Willingness to

share/contribute

Ability to Protect Confidential IP, Elicitation Across the Workforce

Market Research Derivative / Ad-Hoc

Client-Driven / Defined

Systematic / Initiative / Metrics

Stick-fetching / Service Bureau / Responsive

More Intuitive, KIT & KIQ-driven

“Consigliere” / G2 Strategic Advisor

Competitor Activity & Plans (Reactive)

Market & Industry Trends (Defensive)

Scenarios, Futures, Disruptions (Offensive)

OSINT Self-Service (Email, Google)

SME Nets, Ad-Hoc Field HUMINT, Portals (Intranet/SharePoint)

Crowdsourcing, Mobile, SME Nets Formalized

Free Subscriptions, Google Alerts, SharePoint

Network Hub, Hand-Off to Execs

Invited to Decision Forums, Ability to Tap SME Nets “at will” with Success

Unstructured Known Needs Convenient, Limited Clients

Internal / External Mix of Some Key SBU’s

Systematic, Real-time Problem-Solving, Enterprise-wide

Asking Better Questions

Intel Community, Internal & External

SWOT, Industry, Five Forces, Competitor Financials -Reactive

Benchmarking, Win/Loss, STEEP, 4Cs - Proactive

Scenarios & Simulations, Value Chain & Business Model -Predictive

Reports / Alerts / Profiles

Summarized Situational, Market & Industry Analyses

Interactive, Business Performance Focused, Drives Problem-Solving

Situational Assessment

Early Warning, Strategic Issues, Key Players

Balanced Scorecard, and Other BPM-driven Applications

Client Definition, Push-Demand Generated

Client Fitness

Pull-Demand Action

Email, Asynchronous

Intranet / Portal

Real-Time, Two-Way Persistent Apps

Newsletters, Key Players

Events, Issues & Decision Support

Early Warning, Detection & Anticipation of Industry Change

Mostly Push, Basic Reporting

Push / Pull “Balancing Act”

Client-Pull, Customized to Individual Preferences and Needs

Who?

How?

What?

Why?

What? So What? Now What?

Roadmap 3-Phases of Readiness


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Training

Research

Systems

Three (3) Keys to Unlock

Intelligence Potential

Key Intelligence Topics &

Questions Development

Scenarios, Simulations, & Early Warning

Professional & Program

Development Roadmaps

Technology, Industry,

Competitor, & Customer Analysis

Profiling Engine of

Key Players

Storage & Retrieval of Historical

Intelligence

External Secondary

Awareness & Monitoring

Map & Manage

Internal Source Networks

Human Source

Universe for Elicitation

Analytical Methodology

& Tool Selection

Intelligence Project

& Program Design

Business Problem

Diagnostics


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Performance

Driven

Organizational

Reconnaissance

Based on Performance

Management

Perspectives such as

the Balanced

Scorecard

34


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What’s Next?

Leadership to Act isBased on Confidence

Intelligence Combats the Paralysis that Accompanies Uncertainty

Reconnaissance Transforms Your Workforce into a Force to be Reckoned With

Feel free to ask for help:

Email: [email protected]

Phone: +1 (608) 630-4242

Twitter: @ArikJohnson

LinkedIn: http://linkedin.com/in/ArikJohnson

Skype: ArikJohnson

Web: http://IntelCollab.com & http://AuroraWDC.com

http://linkedin.com/in/ArikJohnson

http://intelcollab.com/

http://aurorawdc.com/

Documents

September 21-22 • Chicago, IL Collaborative Analytics and ... · September 21-22 • Chicago, IL Collaborative Analytics and Insights to Unite Strategy & Innovation Applying market