Www.globalintelligence.com – page 1 From Firefighters to Futurists Developing Your Intelligence Operations by using GIA’S World Class MI Roadmap SCIP Amsterdam.

www.globalintelligence.com – page 1

From Firefighters to Futurists

Developing Your Intelligence Operations by using GIA’S World Class MI Roadmap

SCIP Amsterdam WorkshopHans Hedin & Jens Thieme

GIA’s World Class MI Roadmap

Purpose• The GIA Intelligence Development Framework “From Firefighters

to Futurists” show how a company may successfully develop its intelligence capability over time.

Content• 6 Key Success Factor Areas for Intelligence• 5 Levels of Sophistication/Development• Process Consulting Activities for each level

Output• Present situation analysis regarding MI activities• Benchmark against global sample• Framework for MI Development and prioritization

Workshop Timeline Time Program Group Activity9:15 Start – Session introduction

Brief introduction of participants

Intro: CI function / level of functionWrite down: your expectations today

9:30 Description of the roadmap concept

10:00 Roadmap diagnosis Plot your own situation into the matrix

10:30 Case study Ciba

10:45 Transformation of roadmap into development framework

11:15 Coffee break

11:30 Group work Develop questionnaire, improvement workbook, decision worksheet

12:10 Group presentations All groups present their results12:45 Sum up Conclusion and feedback13:00 End

World Class MI RoadmapFrom Firefighters to Futurists

Reasons for MI Development and Key Success Factors showing How to

Develop MI

Background and Reasons for Developing the GIA MI Roadmap

Issues

1.Start-up: Companies need support for understanding how to implement an intelligence capability from scratch.

2.World-Class performance: Companies that have been conducting intelligence for a number of years seem to get stuck and unable to develop word-class performance regarding the intelligence activities.

3.Management education: Management needs to understand the requirements and the development path for obtaining a good understanding about the future of their business environment.

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Reasons for MI Development

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Objective: World-Class Intelligence System in Operation

An effective Intelligence System combines information from external and internal resources through a systematic intelligence process.

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Key Success Factors in Developing a World-Class Market Intelligence System

Develop the Intelligence System in a systematic way and continue to improve it.

1.Start from small and redefine the Scope along the development curve

2.Design and implement MI Processes that are integrated with decision making, i.e. Decision Point Intelligence

3.Design and produce concrete Market Intelligence Deliverables

4. Adopt a specialized Market Intelligence Tool, which enables global sharing of MI

5. Build a result-driven Organization with optimized resourcing

6. Create an intelligence Culture in your organization

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A well-designed intelligence process integrates relevant content, appropriate IT tools, and a human network into a smooth operation that decision-makers can leverage for sustainable competitive success.

Develop the Intelligence System in a Systematic Way and Continue to Improve It

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1. Start Small and Redefine the Scope Along the Way

• Start with a limited scope and expand it once you have more resources

• When your market monitoring covers the relevant parts of your business environment, start putting emphasis on going deeper into the topics

• Once you cover the relevant parts in your current business environment in detail, expand focus to also cover the future

• Scope also involves analytical depth and future orientation

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2. Design and Implement MI Processes that are Integrated with Decision Making

• First, formulate an MI strategy and implementation plan based on analyzed needs of your company, and on best practices learned from other companies

• Second, establish continuous Market Monitoring to serve as the foundation for all Market Intelligence operations

• Third, identify decision making points in your organization’s key processes and integrate your MI operations accordingly

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3. Design and Produce Concrete Market Intelligence Deliverables

• Ensure that you start delivering valuable content to end users from the very beginning

• Start with setting up selected Market Monitoring deliverables that increase the awareness of the developments in the business environment of your organization

• Design and implement MI deliverables that are integrated with key business processes and specific decision point therein

• As you develop, the following aspects will need to increase:◦ Future Orientation◦ Co-Creation of Intelligence

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4. Adopt a Specialized Market Intelligence Tool that Enables Global Sharing of MI

• Do not reinvent the wheel by embarking on designing and implementing a custom MI tool that is intended to meet 100% of your wishes

• Instead, adopt intelligence software that has been built to support MI processes specifically and will meet 95% of your requirements

• Automate routines with the tool and engage end users through e-mail alerts and collaboration features

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5. Build a Results-Driven Organization with Optimized Resourcing

• Centralize the management of activities and resources

• Outsource non-core activities to an external partner

• Develop an intelligence network for collection and analysis

• Make sure that the final analysis and interpretation of Market Intelligence will be done close to decision making

6. Create an Intelligence Culture in Your Organization

• Start the internal marketing of MI from the very beginning

• Make MI a part of everyday business◦ Meetings◦ Training sessions

• Find the people who believe in MI and start building the MI Network around these people◦ Co-creation of intelligence

• Make sure that CEO and top management promote the MI culture in the organization

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MI Roadmap

5 Levels of Intelligence

•

Level 1Firefighters

5 Levels of MI

1

2

3

4

5

Informal MI

Basic MI

Intermediate MI

Advanced MI

World Class MI

MI responsible named

MI process emerges

MI recognition with refined deliverables

MI becomes part of making company future

Level 2Beginners

Level 3Coordinator

Level 4Directors

Level 5Futurists

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Level

Description

1. Informal MI

(“Firefighters”)

2. Basic MI

(“Beginners”)

3. Intermediate MI(“Coordinators”)

4. Advanced MI(“Directors”)

5. World Class MI

(“Futurists”)

MI Process

MI Organisation

MI Scope

MI Culture

MI Tools

MI Deliverables

The Roadmap: Combining the levels and the KSF

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Solutions Overview: GIA Process Development Activities

• Information Needs Analysis

• Intelligence Status Review (Survey)

• Intelligence Process Implementation Plan

• Information Source Review

• Intelligence Products Planning

• Resourcing ad-hoc requests

• Plan for MI Organization

• Intelligence Desk Pilot

• MI Organization Training – Development of Internal Network

• Process Integration Planning (sales, strategy, innovation, etc)

• Future Oriented Analysis Methods Planning

• Intelligence Desk with personalized deliverables

• User Satisfaction Survey

• Interactive Workshops Implementation (Scenarios, War Games, etc)

• GIA Benchmarking Project Participation

• MI Deliverables Development

• In-depth process integration activities

• MI-Orgaization: Local/focused MI experts teams.

1

2

3

4

• MI looks into future and is tightly integrated with the company’s strategy and operative key processes

• Culture is hungry for new opportunities in the market

• All tools are widely used and people are expected to be savvy with using them

5

Informal MI

Basic MI

Intermediate MI

Advanced MI

World Class MI

MI Diagnostics

MI Process Plan Implementation

MI Product Portfolio Management

MI Process Integration

Intelligence Director/Manager Coaching Program

Utilizing the RoadmapMI Roadmap used to present

interview & survey output and benchmarking against GIA Global

Survey

How to use the Framework-Project Overview

www.globalintelligence.com – page 23

Client BIWorkshop

Client BI Survey

Client Executive Interviews

Client BI Unit

Interviews

Client PresentBI Status

GIA GlobalSurvey

Best BI Practices2009

Best BI Practices2015

Next Steps Implementation

External Input Client Input

Global Market Intelligence Survey 2009

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Study Purpose• Understand the present state of MI

on a global level• Understand differences in MI across

regions and industries • Follow up the studies conducted in

2005, 2007 and 2008.

Scope• 724 responses in total, with 457

organizations having an MI operation in place

• Survey was conducted as a web questionnaire during August-September 2009 by GIA Member companies

• Target companies included both large global organizations and smaller, regionally operating ones.

Existence of Systematized MI Activities

Respondents per Region

Present Situation – Internal Company Survey Results vs GBIS

www.globalintelligence.com– page 25

Column1 1 = Informal BI 2 = Basic BI 3 = Intermediate BI 4 = Advanced BI 5 = World Class BIProcess: (The Business Intelligence process on the whole and its integration with decision making)

8.2%6

37%27

52.1%38

2.7%2

0%0

Organization: (The size and competencies of the centralized Business Intelligence organization and related internal/external network)

0%0

41.1%30

49.3%36

9.6%7

0%0

Scope: (The breadth and depth of Business Intelligence as well as its future orientation)

2.7%2

35.6%26

49.3%36

12.3%9

0%0

Culture: (The awareness, acceptance and internal support of Business Intelligence as a part of the organization’s culture)

12.3%9

43.8%32

30.1%22

12.3%9

1.4%1

Tools: (The information technology tools (software, databases etc.) that specifically support the Business Intelligence process)

28.8%21

45.2%33

24.7%18

1.4%1

0%(0)

Deliverables: (The deliverables of Business Intelligence to the end users and related impact)

8.2%6

30.1%22

52.1%38

9.6%7

0%0

• How far, on this “sophistication scale”, have the different dimensions of Client's Business Intelligence operations progressed?

GBISAverage

GBISAverage

GBISAverage

GBISAverage

GBISAverage

GBISAverage

Client average

GBISAverage

GIA GlobalMI Survey Positions are indicative of relative positions.

•

Level 1Firefighters

Present Situation - Overveiw

1

2

3

4

5

Informal MI

Basic MI

Intermediate MI

Advanced MI

World Class MI

MI responsible named

MI process emerges

MI recognition with refined deliverables

MI becomes part of making company future

Level 2Beginners

Level 3Coordinator

Level 4Directors

Level 5Futurists

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Client position