August Jackson is one of the competitive intelligence profession’s leading edge users of social media, which he openly shares. I was honored earlier this month when he interviewed me for a podcast on cooperative intelligence. As August was interviewing me I had the feeling that he had done a lot of podcasts! Check out his podcast postings http://www.cipodcast.com/ which go back to 2005!
Bryan Moser spoke to our Denver PDMA group about the value of models such as the one his company, Global Project Design developed to forecast, optimize, allocate and measure coordination in complex product development projects. The key takeaway is that coordination is often way underestimated in these complex product development projects across multiple countries. It’s better to run the model earlier in the process, so as to re-schedule or re-work pieces to reduce the less productive coordination time. Choosing the best coordination architecture can lead to a 20% improvement in time/cost performance.
This post focuses association chapters, the grass roots of associations, which are often the step-children in the association world since they don’t product revenue, and many don’t even break even. We are adapting our chapter meeting venue to the reality of today’s dispersed and busy workforce. We are co-hosting a meeting with the Denver APMP chapter on Sept. 25 at 3 p.m. where people will have 3 choices for connection. http://www.scip.org/Training/EventsDetail.cfm?itemnumber=8540 for details.
Here are my takeaways from this leadership session sponsored by Sustainable Business Group. We all have a tendency towards a particular leadership style. A good manager is flexible and uses the right style to be effective at the appropriate time. It’s also good to employ people whose styles you lack to keep balance in the workplace. Empathy is the foundation of emotional intelligence regardless of your culture. “Nobody cares what you know until they know you care.”
I was recently asked by a prospective client to summarize how I could help his company develop and implement a competitive intelligence process. While I tend to follow certain steps in setting up a CI process, I was taken aback since this company’s industry is such a specialized niche within financial services, and I am not a “one size fits all” consultant. Here are some of the takeaways that apply to any industry.
“Ask not what your country can do for you, but what you can do for your country!” While this quote came from his older, brother, former President John F. Kennedy, I believe Ted Kennedy lived this quote for at least the 47 years that he was a senator from Massachusetts.
SCIP just announced that its formal merger was consummated with Frost & Sullivan’s Institute. This merger is a sign of the times: it’s hard for associations to survive in this tough economic climate. But I think it’s more than that: the association model is changing not just due to competition from other associations, but for people’s time and easy access to connections formerly made through associations via social media.
Social networking tools like Twitter, Facebook, and LinkedIn are fabulous! However, be aware of what additional information may be leaking out about your organization through these same social networks! In this session, Marcy Rodney will share real examples, and will discuss issues and best practices around security and privacy when using these networking tools as well as how to find information. This free event takes place on August 25 at 6 pm on Second Life http://slurl.com/secondlife/Info%20Island/62/114/33.
Many of the traits that make a good product manager also make a good competitive intelligence manager. Like product managers, competitive intelligence professionals rely on others in their company for support who do not report to them. The best product managers need to understand the customer’s world. Don’t filter customer’s input based on what you believe. A common question product managers ask executives is “what keeps you up at night?” to get focused on what the executive needs immediately. While CEOs may be critical of product managers, they expect leaders to have product management experience. This sure isn’t the case with competitive intelligence, a key skill, which is not a pre-requisite for the executive suite!
When marketing and R&D are truly focused on understanding and acting on customer needs, it makes both of their jobs easier and their results more productive! This is a powerful competitive weapon since this is not the case at many companies. Perhaps R&D can be masters of the art of possibility while Marketing can master the art of the Possible– that is what customers want and are willing to pay for.