Read excerpts from Chris Kenneally’s interview with AIIP leaders Marcy Phelps and Linda Rink and find out about this great organization of 600 information professionals in over 20 countries who run their own businesses and support businesses which range from start-ups to Fortune 1000 companies. AIIPers do a lot more than simply find information: many members provide analysis to help clients make sense of the information, and provide ongoing updates.
Dorothy Beach shares her experience in setting up competitive intelligence in the recruiting space. Through her experience, Dorothy shows how counterintelligence is often more valued in recruiting than in other parts of a company. She outlines 6 steps to obtain high level management buy-in to develop a CI gathering process.
Jeff Immelt, GE’s visionary and innovative Chairman & CEO thinks the US needs to create an industrial renewal as follows:
1. Invest in new technology
2. Win where it counts in Clean Energy and Affordable Healthcare
3. Become a country that’s good at manufacturing and exports
4. Embrace public/private partnerships
5. Encourage leaders that are also good citizens
He concludes that as “Business leaders we are responsible for the competitiveness of our own country.” The US is at a competitive disadvantage globally since its private and public sectors are often at odds and do not cooperate like they do in most other countries in the world!
Read this remarkable turnaround success story about how Todd Wille’s cooperative leadership and management brought back the customers to Unify Corporation and boosted the morale of the workforce during a very difficult time when the company was under investigation from fraud, they were almost bankrupt, and it seemed like all they could do was fail! I applaud Todd Wille, winner of the 2008 turnaround executive award!
I find it interesting to partner two analytical tools: business blindspots and executive personality profiling to predict where a company is going. In business blindspots, you seek to uncover the biases of your company, competitors or co-workers and recognize that you have them too. We all have blind spots based on our experience in life! When you combine this with executive personality profiling, you can come up with some insightful conclusions such as predicting company’s actions, including your competitors.
Asymmetric information models are passé and information interpretation is NOW: the ability to understand and anticipate! Many of the models and processes that we use to collect competitive intelligence and conduct our various forms of analysis–including voice of the customer and market research–do not lead to innovation. So often these processes concentrate on what customers “want” rather than what they “need,” and they don’t know what they need. Innovation is most easily defined as productivity. Yet innovation is a sloppy process. Employees innovate best within a culture of “learning and growing from mistakes” rather than being punished for making mistakes. Learn how to articulate the truth in ways that management will listen (cooperative leadership).
Just before SCIP09, we shared a list of 10 things we wanted to do while at the conference, so in the spirit of cooperative intelligence, I’ll share the talks in the Competitive Intelligence Track and some of my favorites at SLA2009, which takes place in the Washington, DC Convention Center June 14 – 17.
In most cases on LinkedIn, it’s a loose connection, and you’ll never hear from that person again unless they want to sell you something, fill jobs or find a job. Yet I do connect with many of my pals and meet new people who share my interests on Twitter and we do engage through tweets, albeit with the 140 character limitation. The pendulum is swinging back to more traditional marketing for me since I still get more business from word of mouth marketing and referrals from existing customers and friends.
Competitive intelligence is not recognized enough to keep SCIP afloat on its own. Many companies include competitive intelligence as part of other business functions which are well defined: product planning, strategic planning, marketing, PR, sales, R&D, but CI really isn’t perceived as a discipline in many companies. SCIP also faces competition in CI from other associations and social networks. I hope SCIP turns on its marketing machine with urgency and reaches out to companies and individuals and educate them on the compelling value of conducting systematic CI. I hope that SCIP’s leadership is reading the CI Ning. There are so many good ideas posted, so SCIP has a great opportunity to listen and query these individuals more closely and engage them to be part of the solution.
Like many I was disturbed by the suddenness with which we were presented with this bad news: SCIP was facing such financial difficulty that an infusion of cash was expedient, and we better vote YES to keep SCIP in business. I think we all venefit the most by having one body to represent CI, so I hope that SCIP remains in business. We all win if SCIP moves forward and continues to support the competitive intelligence profession.