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From the Competitive Intelligence processes to the Collective Intelligence, role of a human resources policy, which enables a CI-friendly ecosystem.
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COMPETITIVE INTELLIGENCE & KNOWLEDGE MANAGEMENT
Marcus Evans Conference 2010
Guy DebauxCOFACE, Marketing & Competitive Intelligence
These slides reflect their author’s position and his research, they neither reflect the practices nor the positions of Coface.
Copyright Guy Debaux 2010
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
Copyright Guy Debaux 2010
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…
Copyright Guy Debaux 2010
Copyright Guy Debaux 2010
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?
Copyright Guy Debaux 2010
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!)
Copyright Guy Debaux 2010
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.
Copyright Guy Debaux 2010
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!
Copyright Guy Debaux 2010
CI processes’ organizational pitfalls (2)
AGILITY: towards a CI-friendly ecosystem (1)
Copyright Guy Debaux 2010
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
AGILITY: towards a CI-friendly ecosystem (2)
Knowledge Sharing and Collective Intelligence practices: HR Managers want, but they don’t do
AGILITY: towards a CI-friendly ecosystem (3)
Copyright Guy Debaux 2010
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
Copyright Guy Debaux 2010
A CI’s new paradigm: AGILITY
Copyright Guy Debaux 2010
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
Copyright Guy Debaux 2010
AGILITY: Communication tools
Copyright Guy Debaux 2010
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?
Copyright Guy Debaux 2010