Competitive Technical Intelligence (CTI) An Introductory Workshop Brad Ashton Concurrent Technologies Corporation Washington, DC USA Jean Archambeault.

Competitive Technical Intelligence (CTI)An Introductory Workshop

Brad AshtonConcurrent Technologies Corporation

Washington, DC USA

Jean ArchambeaultCanada Institute for Scientific and Technological Information (CISTI)

National Research Council Canada

2004 FPTT Annual Meeting

June 16, 2004Halifax, NS Canada

© 2004 Brad Ashton 2

TOPICS

CTI Processes and Techniques Module – 1 Technology Transfer & CTI

Module – 2 Introduction to CTI

Module – 3 CTI Applications & Benefits

Module – 4 How a CTI Project Works

Module – 5 A CTI Work Plan

CTI Tools – Patent Analysis

MODULE 1: Technology Transfer and CTI


Situation: Company A holds patents on aerogel processing technology; outside inquiry prompts a desire to assess commercial licensing potential

TI Efforts: Company A conducts evaluation of patents, business - news - literature, press announcements, conferences and web searches

Results: General baseline data (players, commercial applications, links); a breakthrough “hit”--upcoming TI presentation (dielectric layering with xerogels) will discuss integrating TI & new IBM technology (Cu conductors)

Findings: Possible use of new aerogel-like material in microelectronics; active development; IBM has links with U Virginia & Rensselaer Polytechnic Institute on aerogel materials; Intel mentions Cu and aerogels;

Recent announcement: TI moves to introduce commerical chips with xerogel dielectric insulation in 1999; Allied Signal moves to acquire joint venture firm

Today, monitoring new technology is vital for future R&D investments …

Follow-up action: continuously monitor key sources Follow-up action: continuously monitor key sources for more advancements & potential partnersfor more advancements & potential partners … …


Every business needs good information to survive and succeed

Information about the internal and external environments– Internal: e.g. resources, plans, production, staff,

processes External: e.g. markets, players (competitors,

suppliers, partners), technology, regulations, trends Good information is accurate, timely and

easy to use…and includes competitive intelligence


Exploding Information: 2 Consequences

S&T and business information is increasingly prevalent & accessible worldwide, leading to…..

Information overload Identifying useful information is time consuming

Search frustration Finding specific S&T data can be VERY time consuming

“We are drowning in informationinformation but starved for knowledgeknowledge.”

… John Naisbitt, author


“There is no limit to the human capacity to ‘see’ what one wants to

see.”

Angelo Codevilla


Technology Transfer – Key Decision Issues and Criteria

Objective of R&D Justification for R&D Who pays for R&D Outputs of R&D Benefits of R&D Beneficiaries of R&D – Disruptive innovations Market Applications – Key focus for CTI Competition – Key focus for CTI Economic Growth Job Creation


Oklahoma Technology Commercialization Center

Oklahoma Technology Center goal: assist state individuals, companies and organizations to attain their technology-related business development goals

Commercialization environment is competitive, uncertain,

dynamic & risky Critical success factors: flexibility, quickness, and information

and a good game plan Information must be focused, reliable and timely Game plan provides a “roadmap, compass and survival kit”

Goldsmith Commercialization Model helps to address these

needs - H. Randall Goldsmith, PhD


Oklahoma Tech Center Commercialization Model

The "Technology Commercialization Model" is: A road map – to develop strategic plans and actions for

commercializing advanced technologies A framework – to develop progress measures, identify information

and technical assistance needs, assess development costs, and forecast financing requirements

The model: Does not provide the answers It helps to pose the right questions .... like "how do I get there

from here?"

Our goal: Understand how CTI can support and guide this model


Technology Commercialization Model (source: adapted from the Oklahoma Commercialization Center)

STAGETYPE of COMMERCIALIZATION ACTIVITY

1-TECHNICAL 2-MARKET 3-BUSINESS

EXPLORATORY PHASE

1-INVESTIGATION

Technology Concept Analysis

Market Needs Assessment

Venture Assessment

DEVELOPMENT PHASE

2-FEASIBILITY Technology Feasibility Market StudyEconomic Feasibility

3-PLANNING Engineering Prototype Strategic Marketing Strategic

Business Plan

4-PILOT PRODUCTION

Pre-production prototype

Market Validation Business Start-up

COMMERCIAL PHASE

5-FULL SCALE PRODUCTION

Full-scale productionSales and

DistributionBusiness Growth

6-MATURITY Production SupportMarket

DiversificationBusiness Maturity


New Product Introduction Time Line

SIGNAL

INTENSITY

•Discussions•Grey Literature

ScientificPapers

•R&D Alliances•Joint Ventures

Patents

ProcessDevelopment

ProductAnnounced

ProductSales

Technology Signals

Source: Adapted from Merrill Brenner, APC


Who are best-in-class competitors?

What are the business objectives, targets, & strategies of key players?

How do our performance, cost, & resources compare?

What are market drivers and trends?

What market segments are high value?

What new players can we anticipate?

What are future market needs?

MarketMarketIntelligenceIntelligence

Competitor /Customer

Intelligence

TechnicalTechnicalIntelligenceIntelligence

(TI)(TI)

Competitive Intelligence (CI) Components

What is the state-of-the-art for important science areas or alternative technologies? What is the nature of current R&D activity? What potential breakthroughs can we anticipate?

What technology / capability are our competitors investing in? At what level? In what time frame?

What are opportunities for and threats to our technology / capability?


CTI Support for Technology Transfer - Landscape

Surveillance / Monitoring / Tracking - Regular watching for events, trends or activities of interest Marketplaces for changes or trends Business or government environment Technology development progress Deal progress after start

Scouting - Finding technologies, applications or companies,

anywhere in the world Assessment – determine characteristics, performance or relative

value Technologies, products, processes Companies Markets Business drivers (e.g. regulations)


CTI Support for Technology Transfer - Focused

Situation Due diligence - Checking to assure that technologies or companies are what is represented Technology reviewing – are there better technologies? Who else

is working on this? Business case analysis – Can they hold up their part of the bargain

Company assistance - Assess competitive environment – can

they make it given the competition? Deal-making support - assisting in specific negotiations (Are

positions or the market about to change?)

MODULE 2: Introduction to CTI – Definition and Process


Information by itself is NOT intelligence; it is an essential input for intelligence; it must be analyzed to produce intelligence findings

Intelligence is an essential input for plans, decisions & actions

To develop intelligence requires– experience– analytical skill– business insight

Basic Definitions

Information

Organize Interpret So what? Deliver Intelligence

ScreenCompile VerifySort

Report

Source: adapted from E Gilmont, formally of AD Little.


CTI: actionable information about external S&T developments and trends that can affect an organization’s competitive position

-- I.e., “Analytical findings” about the competitive S&T environment; CI for S&T issues

What is Competitive Technical Intelligence (CTI)?

Quick internet checks, requests for library keyword literature searches or traditional market research by themselves are NOT competitive intelligence,

… you may MISS something important, … the results may NOT BE ACCURATE, or… other sources may be MORE USEFUL


Competitive Intelligence Defined

CI “best practice” firms have a shared, widely understood definition of CI that recognizes …

CI is a special type of information; it is - Focused –

– About the external competitive environment– Addresses established consumer “intelligence needs” or questions– Current and timely– Accurate and defensible

Analytical – It has been processed, interpreted & validated “Actionable” – It answers the question, “So What?” Protected – confidentiality is key

CI is produced, not just collected CI is gathered using legal and ethical methods


“Information” report - to the product manager of Company B (phone call, verbal/ meeting, memo,): Company A is about to release a new automation product in 2 months. Early reports by industry experts is that will revolutionize the market. It could be a serious threat to us -- we need to call a meeting and decide how to respond to this problem!

Information or Intelligence? - Example

Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.


“Intelligence” report - to the product manager (and others) of Company B (short 1 page “alert” message/ report): Observation: Company A is about to release a new product platform - possibly in 6 - 8 weeks(source: news report, contacts). Interpretation: Preliminary performance data (network contacts) indicate new product could disrupt current markets & draw existing customers away from B within 3 months of release. Recommendation: Respond! Call a meeting of R&D, engineering, marketing, etc to develop a game plan. Options to consider: a) retreat and launch R&D to leapfrog A’S product, b) beef up advertising and compete as long as we can before an exit, c) ..others

Information or Intelligence? - Example

Intelligence strengths: custom-tailored report for multiple users, possible early warning, identify & verify sources, explicit interpretation, action recommendations

Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.


CompromiseCompromisecustomercustomer

proprietaryproprietaryinformationinformation

Exploit newExploit newemployees foremployees for

proprietaryproprietaryinformationinformation

Misuse consultantsMisuse consultantsor agentsor agents

Information Collection: Always Legal and Ethical

MisrepresentMisrepresentourselvesourselves

ConductConductfalse jobfalse job

interviewsinterviews

UseUseIllegalIllegal

methodsmethods

WE WE WILL WILL NOT... NOT...

Technical intelligence

IS NOT SPYING !

Technology Intelligence Operations


CTI – 3 Basic Objectives

Provide awareness & early warning: Deliver regular updates & “heads up” alerts for upcoming external events or trends Threats Opportunities

Aid operating decisions and actions: Ensure users have needed day-to-day competitive information in clear, focused and timely way New product development Acquisition due diligence Technology partnerships R&D approaches Commercial use planning Investment portfolio

management Support strategy development & planning: Provide planners with

current situation assessments and forecasts Competitive initiatives New market or customer

strategies


The CISTI Intelligence Cycle

2-KIT Developm

ent

4-Analysis

& Synthesi

s

OTHERUSERS

3-Collection

& Processing

1-NeedsAssessme

nt

5-Production & Reporting

Information & Communication

System

CUSTOMER PROBLEMS & NEEDS

ALERT REPORTING

6-Presentation & Delivery


CUSTOMER CTI APPLICATION


Identify users and key information needs / questions

Who are the real customers (who pays the bill?) and other users Design and conduct user needs interviews (Reference Interview) Clarify, organize and prioritize intelligence need results. Choose

technology areas Address basic issues:

What information / intelligence is needed by customers to be successful? How will the intelligence be used?

What scope of coverage and level detail?

Is the need a snapshot or regular in timing

Process Step 1: Needs Assessment


1. The Basic Question, Topic (KIT, KIQ)

Content (focus, detail,…)

Format (deliverable, size, …)

Timing, Mid-course reports

2. Priorities

3. How will the answer be applied – in decisions?

4. Suggested sources and methods or special considerations

Customer needs: Assessment format


Technology Transfer Information Needs – Technology Commercialization Model

STAGETYPE of COMMERCIALIZATION ACTIVITY

1-TECHNICAL 2-MARKET 3-BUSINESS

EXPLORATORY PHASE

1-INVESTIGATION

Technology Concept Analysis

Market Needs Assessment

Venture Assessment

DEVELOPMENT PHASE

2-FEASIBILITY Technology Feasibility Market StudyEconomic Feasibility

3-PLANNING Engineering Prototype Strategic Marketing Strategic

Business Plan

4-PILOT PRODUCTION

Pre-production prototype

Market Validation Business Start-up

COMMERCIAL PHASE

5-FULL SCALE PRODUCTION

Full-scale productionSales and

DistributionBusiness Growth

6-MATURITY Production SupportMarket

DiversificationBusiness Maturity

(source: adapted from the Oklahoma Commercialization Center)


Customer competitive information needs cannot be obtained directly (business sensitive, hard to dig out)

How can we convert stated needs into intelligence requirements (Key Intelligence Topics) that can meet the customer’s needs? Get the problem right before trying to solve it Need to know vs. nice to know

Link data and analysis with products

Build a work plan: Use project plan format

Obtain customer buy-in Get user approval and sign-off

Develop interim reporting requirements

Process Step 2: KIT Development

1. Objectives2. User Needs3. Products 4. Work Elements (tasks, timing)5. Resources 6. Management Approach


Stated customer need: “I need to know when Company A will launch its next generation product…… by tomorrow.”

Initial reaction: Gather information to estimate a date (day or week) – very difficult to be precise

Customer application: To develop our response (offensive or defensive). Need to know precise date of Company A action”?

Possible KIT: Warning signals of provide “heads up” of potential launch time-sequenced ahead of launch date.

Collection plan: Identify product launch leading indicators Collect indicator data for “indications”

KITS and KIQs: Examples


Implement the Collection Plan Secondary, primary, and technical sources Seek to verify key data Pay attention to need for current or immediate reporting

Collection suggestions Use multiple, independent sources Interact with users and analysis activities as needed Be alert to new sources

Process Step 3: Collection & Processing


Types of Information Sources

People (HUMINT)

Direct contact with human experts, eyewitnesses, participants

First hand knowledge, referral to other sources

Records (IMINT, SIGINT)

Symbolic (written reports) or non-symbolic (images, data logs)

Research, background information, conversion to useful form

Objects (IMINT)

Physical characteristics of equipment, materials, products (size, shape, markings)

First hand reporting on composition, condition, origin or human purpose

Emanations (MASINT, SIGINT)

Detectable phenomena emitted by natural or man-made objects (heat, sound, chemical residues)

Scientific and technical metrics of performance or features of the target


Useful CTI Sources - Primary

Internal Technical colleagues Technical networks R&D managers Gatekeepers, creative

individuals Library Legal / IP staff Functional staff

(marketing, strategic planning,etc)

External Technical colleagues Technical authors Journal, newsletter editors University professors Association/ society staff Consultants Special interest groups Investment analysts

Combination Expert Panels, Advisory groups Retired employees


Useful CTI Sources - Secondary

Internal Corporate documents Previous TI reports TI databases (literature,

reports, etc) Trip and contact reports Email Chatrooms Market assessments R&D plans Proposals

External Distributed Literature Technical journals Patents Reports, studies News - press, newsletters Gov’t studies, documents Special information - employment ads

External Gray Literature Company reports, brochures Dissertations/ theses Trade or product literature White papers


Useful TI Sources - Technical

Field visits Site visits. tours Personnel exchanges Listening posts

Remote Sensing Remote imagery Still photography Chemical emissions

Internet Web sites Chat rooms

Specialized databases Technical associations University programs Government S&T agencies National and state laboratories

Reverse Engineering• Equipment• Business practices


Information / Data Processing

Goal – To make search results more useful to clients Approach – to “clean, organize, validate & display” search

results Clean – Eliminate non-useful items

– Screen out extraneous material– Clarify murky or poorly displayed data

Organize – Prepare data for analysis and interpretation– Extract / highlight important information and key points– Reorder, group/ cluster, collate– Add technique-related interpretation notes

Validate – Check on the accuracy, comprehensiveness and timeliness of findings

Display – Tabulate, plot and highlight results Prepare to deliver products in user-specified format


Company Technology Profile Comparison – Current Levels & Trends

Our Firm Compared to Firm B

Our Firm Compared to Firm C

R&D New

Products R&D

New Products

Advanced Materials

Advanced Semiconductor Devices

Digital Imaging Technology Flexible Computer-Integrated Manufacturing

Optoelectronics

RELATIVE TECHNOLOGY POSITION TECHNOLOGY TRENDS Ahead Even Behind Gaining Holding Losing


Analysis role – give context to the data and develops specific intelligence findings and recommendations for users

Key Analysis Activities – collate and organize basic data, check data validity, process inputs to develop findings, interpret results, and develop action recommendations

Value of Interpretation – identify causes for observations, making comparisons among different aspects of the issue at hand, forecasting events or trends, and assessing implications for follow-up actions

Approaches, tools and techniques – depends on source material, resources, and user needs

Few standard ways to perform analysis have been defined

A wide range of approaches and tools are available

Process Step 4: Analysis & Synthesis


Models for Intelligence Analysis ...

You must stand back & get a different perspective

The first few pieces are the hardest Organize the pieces based on features (color,

edges, shapes) Linking separate pieces creates new knowledge You don’t need all the pieces to see the image

PURPOSE: to create a picture -- like assembling a jigsaw puzzle...


EXAMPLE SWOT MATRIX: For Company A

INTERNAL FACTORS STRENGTHS (S)

1. Best technology

2. Skilled workforce

WEAKNESSES (W)

1. No management depth

2. Spotty distribution service

OPPORTUNITIES (O)

1. Demographics favor high product consumption

2. Failing of competitor B

THREATS (T)

1. Possible new regulations

2. Growing of competitor C

SO Implications1- ? Keep technology

current

2-? Might hire skilled

workers from B

EXTERNAL FACTORS

ST Implications1-? Might have to share

technology to avoid

regulation impact

2-? Keep current

workforce satisfied

WO Implications2-? Must satisfy growing

market segment to

remain competitive

WT Implications1-? Management may not

be able to thwart

regulation

2-? C may take market

share away

Note: We are company D


Select key messages Highlight key findings

Determine action recommendations

Prepare CTI Products (what is to be delivered and details of delivery)

Regular or routine products

Specialized or special products

Review and “reality checking”

Process Step 5: Production & Reporting


Example CTI Products

Specialized

Comprehensive AssessmentsIn-depth analysis of a major S&T topic (e.g. competitor, technology, etc.)

Strategic ForecastsAnalytical projection of key trends or events (e.g., emerging market niche)

Situation analysisSnapshot evaluation of external developments with potential + or - implications; e.g. new regulation or emerging technology

Regular

Current Alert Alert message“Heads up” message on current events having immediate & serious impacts that require action

Technical NewsletterNewsletter Periodic analytical summaries of current technical topics, e.g. an emerging technology

Trip or contact Trip or contact reports Summary highlights of key findings, results from business or technical discussions

TI Design Element - 3


Delivery mechanisms meet user needs and the message Range from formal reports or presentations to electronic mail and

one-on-one conversations Tailor delivery to user preferences

User discussion and feedback User feedback is crucial to assess intelligence value and discuss

follow-up actions Business sensitive information must be protected.

Identify follow-on support needs Provide continuing intelligence as needed, integrate other inputs,

check cross-cutting values for key intelligence

Process Step 6: Presentation & Delivery


• Briefings• Seminars

• Meetings• Retreats• Working Groups

• Messages• Conversations

• Intranet sites• E-Mail• Groupware

• Reports• Action Plans

• Newsletters• Trip Reports• Contact Memo

This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.



NEWS

Typical Products & Delivery Mechanisms


Organizes the Flow of Critical S&T Information– Focuses information on customer’s priority needs– Presents critical information succinctly and analytically– Ensures that intelligence gets to key users in time

Enhances Customer’s Awareness and Preparedness– Provides external inputs -- identifies response options– Causes staff and management to face new issues

Improves Decisions and Plans Affected by External Forces– Minimizes likelihood of surprises– Makes decision makers more well-informed prone to take action

The Technical Intelligence SystemA Powerful R&D Management Tool

MODULE 3: CTI Applications and Benefits


CI & CTI IS an organizational system that … Basic purpose - to gain and protect competitive advantage, Key is an integrated organizational system for disciplined data

collection, analysis and delivery. CI & CTI IS NOT an organizational system that is…

National security intelligence / espionage – has a different purpose - to gain & protect national security; it can emphasize illegal methods

Industrial Espionage – similar purpose (gain competitive advantage), emphasizes illegal methods

Market research, marketing … different purpose (selling), methods o MR - Identify, describe customers & preferences – e.g. for sales planningo MR - Influence market/ customer product demand – e.g. for advertisingo CI market focus – identifying, defining markets and customer groups – e.g. an

input to strategic market planning (strategy, investment, business development) and tactical sales operations (e.g. sales force support)

What CTI is and is NOT --


Competitive Intelligence vs Business Research

TypicalCharacteristics

Business Research

Competitive Intelligence

Topical focus Internal & External; snapshot

External; snapshot or continuous

Topical coverage Many topics Competitive topics – threats & opportunities

Customers, users Broad – focused on wide range of users

More narrow – focused on only a few users

Use of data sources Mostly secondary & some primary sources

All open sources (secondary & primary)


Law enforcement – Detective work

Journalism – Investigative reporting

Scientific research – Creating new fundamental knowledge (theories, principles) about the world around us

What other examples can you think of ?? – games (doing puzzles)

What is CTI like ?


S&T Business & Technical Operations (Decisions & Actions) Technology acquisition R&D portfolio management Technology commercialization or divestiture (transfer, transition)

CTI - 3 Main Types of Industry Applications

Find & evaluate S&T collaborators Effective production & operations

S&T Strategy Development & Strategic Planning (Goals, Directions) Competitive positioning & strategy development Strategic & technology program plans

S&T Environmental Surveillance (Awareness & Early Warning) General awareness of S&T activities and trends Monitoring/ tracking competitors or technical areas Early warning of threats & opportunities


Identify opportunities for technology investment & commercialization (Dow Chemical, Chevron)

Monitor competitors to detect potential threats to market share or new product developments (BOC Group, Exxon/ Mobil)

Incorporate new technology advances into products and processes (Air Products & Chemicals, BP)

Help determine technical directions for new internal R&D programs (Energy efficiency R&D/ U.S. DOE)

Terminate or redirect unpromising R&D efforts (Battelle)

Benefits from CTI: Industry Examples

Bottom line benefits – establish R&D leadership, use the best technology, develop better S&T concepts, save time & costs...

MODULE 4: How a CTI Project Works


The CISTI Intelligence Cycle

2-KIT Developme

nt

4-Analysis &

Synthesis

OTHERUSERS 3-Collection

& Processing

1-NeedsAssessmen

t

5-Production & Reporting

Information & Communication

System

CUSTOMER NEEDS

ALERT REPORTING



CUSTOMER APPLICATION


How Customers work with CISTI

Client contacts CISTI with information service request CISTI initiates possible CTI project –

1-Needs assessment (CISTI-client Reference Interview) 2-KITS (CISTI internal project planning) 3-Collection & Processing (CISTI collects initial & final data) 4-Analysis & Synthesis (CISTI supports client as needed) 5-Production & Reporting (CISTI prepares deliverables) 6-Presentation & Delivery

CISTI maintains records and can follow-up with later support


CTI Projects: Basic Project Building Blocks

ORGANIZATIONAL ISSUES

CUSTOMERS & USERS

TOOLS & METHODS

T I A rea 1 TI A rea 2 TI A rea 3

(O vers ig h t C om m ittee) TI C en ta l

OBJECTIVES & STRATEGY

INFORMATION &COMMUNICATION (I&C) SYSTEMS

Technology Alert

PRODUCTS

STAFF

SOURCES

A MANAGEMENT SYSTEM


• Technology Assessments

• Situation Analysis

• Competitor/ Customer Profiles

• Current Status Briefings

• S&T Environmental Alerts

• Newsletters / Databases

• On-line Dissemination

• News / Messages

• Information Searches

• Expert Networks

– Internal (employees)

– External (contacts)

• Listening Posts

• Universities

• Government Sources

• News Media

• Published Information

• Electronic Data Bases

Targeted Targeted CollectionCollection

Information Information ServicesServices

Multiple OpenSources

Information Acquisition and Analytical Findings

IntelligenceProducts

The Intelligence Production Process

In-depth In-depth Analysis Analysis

Source: adapted from J Herring, formerly of The Futures Group.

© 2004 Brad Ashton

Key Intelligence Reporting Format – 1 page max

Identification: Topic, date, author contact Observations: What are the facts, the data about the external

situation observed? Interpretation: What do these observation mean for us? Recommended action: So what? What should we do? Documentation: Data sources; judgement on source reliability &

information quality; where to learn more

NOTE: include backup appendices separately




TI Report

MODULE 5: CTI Work Planning


What is a Task or Project?

Task - An activity to produce an output that meets specific constraints through application of defined resources.

Key elements Objective – To produce a specific output or outcome Resources – Staff, information, funds, facilities, tools Constraints – Limits on what can be applied

– Content– Schedule– Budget

Duration – Fixed with defined beginning and end Project – An organized and coordinated set of tasks


CTI Planning Format – Project Work Plan

1. Objectives - User Needs & Problem Statement2. Deliverables - Intelligence Products3. Work Elements

Task Activities Collection Plan Analysis Plan

Schedule and Milestones

4. Resources Funding (& work breakdown structure) Staff (& task assignment structure) Special services (e.g. outsource collection)

5. Management Approach – organize, direct, conrol

Delivery & Applications Evaluation


Recall three major CTI roles Early warning – anticipate emerging events of interest Operational decisions and action support – develop

timely inputs Strategy development and business planning –

situation assessments with strategic shifts and S&T trends

USE DIRECTLY NOW - as the basis for specific actions (such as input to decisions)

STORE AS ORGANIZATIONAL KNOWLEDGE - for possible later use in plans, actions

Customer Need: Application of Results


Developing the CTI Work Plan

Plan: Develop the Collection, Analysis, Delivery Work Plan Objectives - Questions or topics covered

– Sources - Specific sources and collection approach– Methods - analysis approaches– Deliverables - what products will be produced and delivered

Tasks, Resources, Milestones, schedule

“Close the deal” - customer buys-off on the plan

A partial answer to the RIGHT question is better than a great answer to the WRONG question !


Selecting TI Sources - What to Consider

Effectiveness - Content relevance, focus, uniqueness Timeliness - Can we get the answers in time? Historical reliability - Does source have a good track record? Ease of access - Can we reach the source easily? Cost - Acquisition and process cost Compromises risk - What do we have to give up? Collection portfolio needs - Do we need multiple sources?

Sources come in many shapes, sizes and colors ...• Content• Proximity: direct, indirect

• Character: personal, impersonal• Location: internal, external


“Plans are worthless, planning is priceless.” … Dwight Eisenhower Former US President


FROM IDEA TO SUCCESSFROM IDEA TO SUCCESS

• Published results• Patents• Conferences

• Published results• Patents• Conferences

CONCEPTDEVELOPMENT

CONCEPTDEVELOPMENT

OPPORTUNITYASSESSMENT

OPPORTUNITYASSESSMENT

DEVELOPMENTPHASE

DEVELOPMENTPHASE

PRE PRODUCTION

PRE PRODUCTION

PRODUCTIONCOMMERCIALIZATION

PRODUCTIONCOMMERCIALIZATION

PROOF OFCONCEPT

PROOF OFCONCEPT

Technical opportunityTechnical opportunity

Business opportunityBusiness opportunity

• Preliminary data• Scale up parameters• Pre feasibility

• Preliminary data• Scale up parameters• Pre feasibility

• Technico economic study• Cost/ Benefits• Risk analysis

• Technico economic study• Cost/ Benefits• Risk analysis

• Project realization• Commercialization parameters

• Project realization• Commercialization parameters

• Pilot scale & pro-duction parameters• Accurate technico economic data

• Pilot scale & pro-duction parameters• Accurate technico economic data

• Commercial operation• Service deployment

• Commercial operation• Service deployment

« An IDEA »« An IDEA » « An APPLICATION »

« An APPLICATION »

« A PRODUCT SERVICE»

« A PRODUCT SERVICE»

« An OPPORTUNITY »

« An OPPORTUNITY »

Commercial successCommercial success

• Literature review• Patent search• Conferences

• Literature review• Patent search• Conferences

• Industry scan• Competing technologies• Firms involved• Key players

• Industry scan• Competing technologies• Firms involved• Key players

• Competitor profiles•CTI on markets, consumer trends,…

• Competitor profiles•CTI on markets, consumer trends,…

• CTI focused on competition, marketing strategies…

• CTI focused on competition, marketing strategies…

• Standards• Regulation• Specifications• Industry protocols

• Standards• Regulation• Specifications• Industry protocols

• On going information monitoring on key issues

• On going information monitoring on key issues

CISTICISTICISTICISTI

Source: JP Plante, CISTI


Conclusion

“Great leadership isn’t about solving problems after the fact, but foreseeing potential problems and eliminating them before they occur.”

- James A. Belasco

Competitive Technical Intelligence (CTI) An Introductory Workshop Brad Ashton Concurrent Technologies Corporation Washington, DC USA Jean Archambeault.

Documents

business information

new technology

technology transfer

trendsgood information

brad ashtontoday

brad ashtonthere

aerogel processing technology

brad ashtonevery business