Ci mi.con evolution 2012 agenda

http://cimicon.we-conect.com

SophiSticated and holiStic methodS& StrategieS, toolS & SyStemS andevolutionary proceSSing of cmi

25th – 26th June 2012 | Scandic Berlin PotSdamer Platz, Germany

more than 18 caSe StudieS | World cafÉ SeSSion | iceBreaker SeSSion | challenGe your PeerS

reSearched & develoPed By

cimi.con evolution 201225th – 26th June 2012 | Scandic Berlin PotSdamer Platz, Germany



overviewcimi.con evolution 2012

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nanette BulgerSenior director and healthcare Sector lead, marketingand Strategic PlanningPhilips Healthcare / USAdavid ahrensvP, competitive & market intelligence, Business analytics, technology & mobilitySAP America Inc. / USADr. Volkmar Pflugvice President Strategies, market and competitiveintelligenceSiemens Energy AG / Germanytom ferrovice President - Strategic insightsBank of America Corp. / USAminna laukkanendirector, analysis and information ServicesUPM Kymmene Corp. / Finlanddaniel chodirector marketing, market intelligence & new Product introductionPhilips Healthcare / Germanymichael akimdirector of Strategic developmentABB Ltd. / RussiaSteven victor turbeshead: Global market intelligenceCheminova A/S / Denmarkmatthias heimerlhead of Strategic intelligenceAIRBUS S.A.S. / Francedr. reinhardt Schinkhead of market analysis and StrategyAllianz SE / GermanyGuy debauxhead of competitive intelligenceCoface S.A. / Francelinhua Guanhead of market intelligence Global Strategy and Business developmentStatoil ASA / UKulf hermanssonhead of Business intelligenceSandvik Tooling AB / Swedentina Bundgaard Peterssonhead of market intelligenceRockwool International A/S / Denmarkalexandre richardhead of competitive intelligenceSanofi S.A. / FranceJose tormoBusiness Strategy and corporate developmentHP Company / USAcharles langletBusiness intelligence managerAlstom Transport S.A. / Franceahmet turhanmarketing coordinator Strategic Projects team emeaEaton Electrical Corp. / The Netherlandsomer ozenerBusiness intelligence manager europe & north africaAIR FRANCE KLM S.A. / The NetherlandsStefan althoffmarketing research managerLufthansa AG / Germany

Strategies> mastering the ci challenge in competing against newly

emerging global competitors / forecasting newly emerging markets and economies

> technology foresight, disruptive technologies & open innovation in a global competitive environment: Why

indirect competitors matter more than you think and how you can find, measure and monitor them

> ci & longterm hr development: Strategic talent acquisition, effective messaging, branding and team building

Methods> Scenario tracking ‒ Bringing scenarios to life!> aggregating primary intelligence, secondary research &

mi framework> Counter intelligence ‒ defensive strategies for competitive

intelligence attacks> knowledge management process: leveraging corporate

Bi assets for ci tools & systems> using war games to anticipate a competitor’s next move

Processing> M&A ‒ Competitive intelligence for mergers and acquisitions> use of humint resources in conjunction with other sources to obtain accuracy in ciS/asian markets and successful triangulation of data for final results> advanced methodology and application, organizational

models & processes embedded in a comprehensive cmi-model> Human vulnerability ‒ Protection of information by awareness

Tools & Systems> connecting cmi to Bi, social media, cloud, intranet and

integrate them into the right it Systems & Platforms to avoid data and information overload

> how ci-tools help cope with data overload> analysis and linking of fragmented data and information

already existing in the company> application of ci-Supporting tools to create a collaborative

ci-network

SPEAKERS MAIN ToPICS

BUSINESS PARTNER

TRAvEL PARTNER

we.CoNECT business peerstake advantage of solution-oriented individual meetings that we can arrange with these partners before and during the conference.




agendaiceBreaKer SeSSion | Sunday, 24th June 2012

20.00 | we.conect ask the leadersPre-conference drinks and Icebreaker Round Tables with speakers, business partners & participants

iceBreaker round taBle 1CI 2020: What Will CI Look Like 10 Years From Now?

iceBreaker round taBle 2Use of competitive analysis simulation tools (CAST)> how to use Simulation-Games for competitive intelligenceTom Ferro, vice President - Strategic insights, Bank of America Corp. / USA

iceBreaker round taBle 3The Competitive & Collective Intelligence’s obstacles: Towards a fostering ecosystem?> do management and hr policies have a systemic effect on the ci effectiveness?> Pay for performance, pay rises’ quotas, and managing by project under probe, with evidence-based facts and surveys> Both end of the ci’s cycle under the light of neurosciences and cognitive psychologyGuy Debaux, head of competitive intelligence, Coface / France

we.conect iceBreaKerour icebreaker Session consists of small round tables with speakers, business partners and attendees where the audience will discuss the main challenges and cutting edgetopics of the conference in a relaxed atmosphere. Glass in hand, make your way around our round tables and get to know each other. enjoy food and drinks at the opening of the conference, break the ice and get the show on the road.

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CoNTENTS

p. 2 | overview Speakers main topics

p. 3 | overview + icebreaker icebreaker Session Business Partners Who participates?

p. 4-6 | conference day 1 challenge your Peers evening Session

p. 6-7 | conference day 2 morning Session World café

BUSINESS PARTNER

we.CoNECT business peerstake advantage of solution-oriented individual meetings that we can arrange with these partners before and during the conference.

Comintellikista Science towerfärögatan 33 | 164 51 kista, SwedenPhone: +46 8 6637 600 | email: [email protected]

REFERENCES oF oUR PAST CoNFERENCES

“I would like to congratulate you for the professionalism of your organization andall the special sessions you organized in order to generate discussions between attendees and get to know each other.“Philippe Heim, HSE - Operational Safety, TOTAL Refining & Chemicals Belgium

“Well organized and excellent combination of topics.“Thomas Gronauer, Head of Project Management Office, Bayer Bitterfeld GmbH

“Very interesting, professional organized event with competent andinternational presence.“Tobias Zaers, Zentralbereichsleiter Technik / HSEQ, Bilfinger BergerIndustrial Services GmbH




agendaconference day 1 | monday, 25th June 2012

8.00 | registration with coffee and tea

8.30 | Welcome and introduction by we.conect, from the chair and the advisory Board

we.conect Strategy tracK (1)Sophisticated and holistic Methods & Strategies and Evolutionary Processing of CMI

8.40 | case StudyChallenges, future & limits of Market Intelligence – Holistic view on Developing Decision Making Support in fast changing markets and complex consumer mindsets> increasing role of understanding your customers and what shapes their needs in the future> how to identify and deal with structural interruptions> Setting the future expectation: market intelligence as a holistic process> insights based growth and innovation support through market intelligenceDr. Reinhardt Schink, head of market analysis and Strategy, Allianz SE / Germany

9.20 | case StudyBuilding a strategic CI team with comprehensive processes for an efficient and prospective product evolution & sustainable business development> competitive environment of airbus> re-position the strategic intelligence team as a recognised service provider to the executive team> airbus intelligence organisation – transforming intelligence across departmental boundaries> Strategic intelligence Product and customer evolution (2007-2012)Matthias Heimerl, head of Strategic intelligence, AIRBUS / France

10.00 | case StudyCompeting with Emerging Markets Competitors – How this Affects the Global Competitive Landscape> understand the specific needs and opportunities from emerging markets and requirements for products and services to be marketed in these countries> understand competitive advantages and strategies of newly emerging local and global competitors> learn about counter-strategies to surmount the challenges such companies pose> learn about how to transform western incumbents to achieve sustainable competitive advantage against emerging markets competitors> case examples of how ci results were integrated into the strategies of a leading company that is facing increased competition from the emerging world> examples presented from india and chinaDr. volkmar Pflug, vice President Strategies, market and competitive intelligence, Siemens Energy / Germany

10.40 | refreshment break with networking zone

we.conect Strategy tracK (2)Tools, Methods, Platforms and Processes to Create a Common, Sustainable and Integrated CI Culture on a Global and Local Level

11.10 | case StudyHow to create a collaborative, connective and integrated competitive intelligence culture in a global & diversified company> tools, methods, Platforms and Processes @ royal Philips> how to involve the employees and get them to stand behind the ci-StructureDaniel Cho, director marketing, market intelligence & new Product introduction, Philips Healthcare / Germany

we.conect toolS & SyStemS tracK (1)Potential analysis, War Gaming, global forecasting, scenario based planning and CI simulation

11.50 | case StudyWar Game 101…or… Approach to a valuable CI Tool> using war game to anticipate a competitor’s next move> insights from a War Game case history> tools and outcomes> Success factors in our project> the lessons learned/pitfalls. in other words, what could be done differently next timeAlexandre Richard, head of competitive intelligence, Sanofi S.A. / France

12.30 | lunch with networking zone

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we.conect challenge your peerS –what would you do?in up to six round tables, each with six moderators, the participants interact, describe & discuss their specific issues, approaches and solutions regarding the conference topic. we.CONECT finds out in advance with a special inquiry approach the most important issues facing the participants.

13.30 | Parallel round tablesBased on your input from the delegate checklist, we will create a round table session involving an interactive discussion with your peers. the topics that will be discussed on-site will be announced 3 weeks before the event begins.

14.30 | case StudyBuilding High Impact Competitive Intelligence Programs to Support Strategy – The Reorganisation of SAP’s CI-Structure> What makes an intelligence program high impact?> key success factors in establishing high impact strategic intelligence programs > Building future focus into the intelligence process> applying process efficiency and quality measures in intelligence workDavid Ahrens, vP, competitive & market intelligence, Business analytics, technology & mobility, SAP America Inc. / USA

15.10 | case StudyGoing Global: How to Build Local and global Intelligence Toolsets on a Shoestring> Strategies for engaging local collaborators> frameworks for creating a phased approach to globalization> tips for leveraging sales tool assets globallyMichael Akim, director of Strategic development, ABB Ltd. / Russia


we.conect proceSS tracK (1)Successful implementation and process integration of CI in B2B environment ‒ Connecting CI in a holistic and sophisticated model

16.20 | case StudyScouting for trends, coverage of competitors and use of advanced BI tools at Sandvik Tooling > Bi as a vital importance to top management > restrictive involvement of Bi: data <-> analysis <-> decision making > inherent limitations of Bi due to its origin > traps and key Success factors of BiUlf Hermansson, head of Business intelligence, Sandvik Tooling / Sweden

17.00 | case StudyThe “Pathway to Leadership” and the Role of Intelligence in Upstream Strategic Activities and M&A> applying the use of competitive intelligence, through the intelligence function, to m&a planning and integration.> delivering impactful and roi justified results through advanced ci processes and a new methodology called Path to leadership> fully using intelligence capabilities in upstream strategic activities> making the right acquisition, divestiture and integration decisions through the use of competitive intelligenceNanette Bulger, Senior director and healthcare Sector lead, marketing / Strategic Planning, Philips Healthcare / USA

we.conect toolS & SyStemS tracK (2)Connecting CMI to BI, Social Media, Cloud, Intranet and integrate them into the rightIT Systems & Platforms to avoid data and information overload

17.40 | case StudyTailoring the CI structure by KM and implementing supporting tools like SharePoint> differences between knowledge management and competitive intelligence in a B2B market> aligning knowledge management and competitive intelligence> application of ci-Supporting tools like Share Point to create a collaborative ci-environmentAhmet Turhan, marketing coordinator Strategic Projects team emea, Eaton Electrical Corp. / The Netherlands

18.20 | case StudyKnowledge at your fingertips – The Content Management Tool Insight Mining> techniques that are used primarily for the analysis of user-generated content (Web 2.0) can also be applied differently> a modern content management system can generate new insights> as a result, a lot of time and money can be saved> maintaining a tool such as mining insight is less expensive than you thinkStefan Althoff, marketing research manager,Lufthansa AG / Germany


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dinner in a relaxed atmoSPhere to conclude the firSt conference day20.00 | networking dinner


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agendaconference day 2 | tueSday, 26th June 2012

we.conect war gaming SeSSionShort talks with a thematic focus

7.50 | case StudyCounter Intelligence – Identification and analysis of risks of runoff competition-relevant information> information security as a fundamental part of risk management> Group-wide and inter-departmental anti-spyware security structures> it security as an important pillar of a corporate security policy> Protection of intellectual property as an element of an integrated security concept> impact of compliance issues – legislation

8.30 | Welcome and introduction by we.conect, from the chair and the advisory Board

we.conect world caféThe World Café will be initiated with lectures lasting 10 minutes

8.40 | lecture Strategy caféHow should the weak signals of the business environment be followed in the most efficient and systematic way?> how should the follow up be organized (roles and responsibilities)?> What type of tools, systems and processes should be in place?> how to engage the organization to the follow up process?> how to ensure that this knowledge and insights are turned to serve the strategy work?Minna Laukkanen, director, analysis and information Services, UPM Kymmene Corp. / Finland

8.50 | lecture methods caféHow to develop a Market Intelligence Community within a global company building a sharing information platform?> Go from a local ci team to a global ci community> Strengths, weaknesses, opportunities and threats of building a central platform for information sharing and its global using> Provide with the right information at the right time at all level in the company, from commercial to management, everywhere in the world> Best Practices in sharing information from alstom transportCharles Langlet, Business intelligence manager, Alstom Transport S.A. / France

9.00 | lecture Process integration caféStatoil’s CMI Journey – Challenges and opportunities of CI and MI in the oil and Energy market> how to build a world-class cmi-program in an international company> challenges of Statoil in ci and mi in the past 6 years> upcoming challenges to face in the futureLinhua Guan, head of market intelligence Global Strategy and Business development, Statoil ASA / UK

9.10 | lecture tools & Systems caféGo Beyond Google: Gathering Internet Intelligence> free web tools for competitive intelligence> Best practices for searching the deep web> multiple examples of how these tools have been used in competitive intelligence projects> Guidance as to how you should rank and prioritize open source intelligence sources




9.20 | Start world café | each SeSSion laStS 40 minuteSwe.conect and the chair open the World café, explaining the principles and set the World café etiquette.

12.00 | World café Panel discussionPresentation of the key results of the World Café and the individual interviews

12.30 | lunch with networking zone

we.conect methodS tracKAdvanced methodology and application, organizational models & processes embedded in an comprehensive global CI & MI framework

14.00 | case StudyLook into the future with Scenario Planning – See the change before it gets you> how to use scenario planning for competitive intelligence> anticipating innovation & disruptive technologies > know your competitors and get ahead with your business> finding technology to address emerging needs of the customersJose Tormo, Business Strategy and corporate development, HP Company / USA

we.conect proceSS tracK (2)CI & longterm HR development: Strategic talent acquisition, effective messaging, branding and team building

14.40 | Solution StudyFrom Local to Central – Implementing a Global Centralized CMI-Unit for success> Pros & cons: local reporting vs. centralized reporting> creating a cmi centre of excellence> outsourcing cmi?omer ozener, Business intelligence manager europe & north africa, AIR FRANCE KLM / The Netherlands


15.50 | case StudyFinding and implementing models for implementing a strategic intelligence team within the HR function> on-demand intelligence projects: Gathering, analyzing, synthesizing knowledge, recommending actions and evaluating the impact of the intelligence provided.> ongoing intelligence services: Scanning, monitoring, and scouting the environment for relevant trends, patterns and discontinuities with a potential impact for hr> a one-stop intelligence base: running a one-stop knowledge base and facilitating knowledge networking, providing fast and easy access to relevant intelligenceTina Bundgaard Petersson, head of market intelligence, Rockwool International A/S / Denmark

16.30 | case StudyUse of HUMINT resources in conjunction with other sources to obtain accuracy in CIS / Asian markets and successful triangulation of data for final results> multiple sources of data input mitigate against the risk of inaccurate studies and opportunistic behaviour.> triangulation of data sources (utilising three sources or elements, of which one is humint. this can also be two separate humint sources in the same market) is the recommended ideal methodology in all markets, however in these due distance (real and in hofstede terminology) it is even more vital.> examples from cheminova Gmi which added to the bottom line or mitated against financial risk.Steven v. Turbes, head: Global market intelligence, Cheminova A/S / Denmark

17.10 | closing words from the chair and end of the conference

agendaconference day 2 | tueSday, 26th June 2012

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Strategy café methods café process integration café

tools & Systems café


for more detailed informationaBout our SPeakerS and interactive SeGmentS PleaSe viSithttp://cimicon.we-conect.com

WE ArE lOOkiNg fOrWArD TO WElCOMiNg yOu!

Ci mi.con evolution 2012 agenda

Business

business analysis

ci challenge

ci tools systemsintroduction

icebreaker round tables

france conference

global competitive environment

business analytics

ci look