2016 P o ct I tllig c & I o at io S mmit S ptm b 21-22 C icago, IL C a rat a t a gt t t tratg & at , S ptm b 21, 3:45pm i Jo so is C aim a of oa W C, t itllig c a iso fim fo i 1995. ft stppi g asi as CEO i lat 2009, toa i s s as M a agig i cto a la ac itct at o as R & lab, ti ta to a itllig c polic i st itt, t C t fo O ga iat io al R co aissa c (CO R ). i is a F llo of t S tatgic a Comp t it i Itllig c P of ssio als socit a as c ai SCIP s a al it at io al co f c (2006), s o SCIP s boa of ictos (2004 2006), o SCIPs Catalst aa (2005), a s as a c apt coo i ato, as ll as, t st a lopm t committ c ai of t CI F o at io. Vi ps tat io oli at : .jp g o ps mmits.com/att 6 r rra C
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JPK
Gro
up2016 Product Intelligence & Innovation Summit
September 21-22 • Chicago, IL
Collaborative Analytics and Insightsto Unite Strategy & Innovation
Applying market segmentation and intelligenceto innovate, grow and gain a competitive advantage
September 21, 3:45pm
Arik Johnson is Chairman of Aurora WDC, the intelligence advisory firm he
founded in 1995. After stepping aside as CEO in late 2009, today Arik serves as
Managing Director and lead architect at Aurora’s R&D lab, think tank network
and intelligence policy institute, the Center for Organizational Reconnaissance
(COR). Arik is a Fellow of the Strategic and Competitive Intelligence
Professionals society and has chaired SCIP’s annual international conference
(2006), served on SCIP’s board of directors (2004 – 2006), won SCIP’s Catalyst
award (2005), and served as a chapter coordinator, as well as, trustee and
Angles of Attack:Collaborative Analytics and Insights to Unite Strategy & Innovation
Arik Johnson
Founder & ChairmanAurora WDC [AuroraWDC.com]
Managing DirectorCenters for OrganizationalReconnaissance [COR.vc]
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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Aurora WDC
HistoricalContext
ProspectiveFuture
Understand
Uncertainties
Blind Spots and GAPsAurora WDC
Subject-Matter Expertise & Experience
Enables Planning to
Outthink/Outcompete Competitors
Acquire
A Clear Contemporary View of the Current
Market
Plan
Prediction of a Future StateHistorical Context + Contemporary View = Forecast of Trends for the Future
Clear Historical Context of the Past
Understanding Today (and 1-3 Years
Forward)
Current Macro and Micro View of the
Competitive Environment
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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Strategy should be a
Response to Intelligence
Not the other way around…
What, exactly, IS “strategy”?
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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Strategic, Market & Competitive Intelligence has 3 Primary Operational Roles
Signals
of
Change
Strategic Choices
Influencing
Success
Likely Outcome of
Competitive
Battles
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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STOCHASM
The difference betweenwhat you think you know andwhat you actually know.
Intelligence lives in this chasm, creating new knowledgeAND
disputing false assumptions.
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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Three Key Business Trends Driving Business Strategy Evolution
Human Capital & Enterprise CollaborationEveryone in the Firm becomes a Virtual Member of the Intelligence Apparatus, Better Engagement by Rank & File, Shared Visibility of Issues & Actions
Corporate Governance & Risk OversightBoard-level Priority Ensuring Reliability of Management’s Earnings Forecast & Assessing Risks to Status Quo
Business Model Disruption & Value InnovationPredicting the Outcome of Competitive Battles by Anticipating Changes in Product/Strategy Dynamics
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In selling the Xiaomi smartphone, Xiaomi employs a strategy that is very unlike other smartphone makers such as Samsung and Apple. Lei Jun, Xiaomi CEO, said that the company prices the phone almost at bill-of-material prices, without compromising the component quality and performance compared to other premium smartphones. To profit from the narrow margin, Xiaomi sells a model for up to 18 months instead of the short 6 months used by Samsung to profit from the fall in the costs of components that occurs over time. It also profits by selling phone-related peripheral devices, smart home gadgetry, in addition to apps, online videos and themes. In the long term, the company sees the hardware sales just as a means of delivering software and services, as explained by Hugo Barra, "We are an internet and a software company much more than … a hardware company.
The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab
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Managers caught in this kind of competition almost universally say they dislike it and wish they could find a better alternative. They often know instinctively that innovation is the only way they can break free from the pack. But they simply don’t know where to begin.
Chan Kim and Renee Mauborgne
Competing head-to-head can be cutthroat especially when markets are flat or growing slowly.
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Knowing Why They Buy“Companies may know a good deal about their customers. They know nothing, as a rule, about their non-customers -- the people who should be their customers but buy from someone else. Why do they do that? And yet it is the non-customer where important changes always start first.”
Look Beyond the Current Business
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Success Breeds Complacency
“It is a classic conundrum for business titans: How much money and attention should be focused on a new, but growing, operation that is far less profitable than the core business?”
- Prof. Clayton Christensen, The Innovator's Dilemma
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Customers “Hire” Products to Do
“Jobs” for Them
Concentrate Less on
What Customers “Want” and
More on What Customers “Need”
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Disruptive Innovation StrategySustaining InnovationsBetter Products Brought to Established Markets
Low-End DisruptionsTarget Overshot Customers with a Lower Cost Business Model
New-Market DisruptionCompete Against Nonconsumption
DifferencePerformanceMeasure
TimeNonconsumers or Nonconsuming Contexts
Performance
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Customer Demand & Signals of Change
1. Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing or Decreasing Barriers to Innovation
2. Undershot Consumers: Opportunities for Up-Market Sustaining Innovations
3. Overshot Consumers: Opportunities for Low-End Disruption, Shifting Profits by Specialist Displacements (Modularity) and the Emergence of Rules
4. Non-Consumers: Opportunities for New Market Disruptive Growth
Established Companies almost always
Lose to Disruptive Innovators
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Competitive Intelligence Analysis Failure: Diagnosing Individual Level Causes and Implementing Organisational Level Remedies by Fleisher & Wright
Abstract:It is anticipated that any Competitive Intelligence (CI) professional would want to perform the analysis task and execute their responsibilities successfully over time. Such competencies would normally come with added experience on the job, as should the ability to reduce the risk of failure by diagnosing potential pitfalls. This paper presents: (a) a unique four-level hierarchical model of analysis failure; (b) identification of common causes of failure at the individual level; (c) 10 key continua of CI analysis skills which we believe an analyst has to master to become competent in their work; and (d) guiding principles for an enlightened firm to follow if they wish to discharge their organisational level responsibility of reducing the potential for analysis failure. We believe that the issues raised in this paper are of significance and should ultimately contribute towards creating a more successful analysis function. This can only be of benefit to educators, practitioners and others who rely on skillful CI output to inform their decision making.