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The corporate intelligence challenge
• In a highly competitive environment, accurate distribution of timely information and knowledge is key to:– Capturing windows of opportunity– Anticipating competitor threats
• Good unstructured data search and analytics are necessary, but no longer sufficient
The standard strategic intelligence model
• Centralized group collects and analyzes information
• Sent up the ladder to top executives
• Responds to specific requests in timely fashion
• Episodic looks at specific competitors or opportunities
What’s wrong with this picture?
• Out of phase with current competitive realities– is not effective in understanding complex, quickly-
changing situations• Only services a fraction of the users who
make decisions based on real-time competitive information
• Doesn’t draw on the greatest resource for information and intelligence - employees
• Doesn’t see events arising at the periphery of what’s being focused on
Going Beyond the Myth of the Expert
• Complex situations need a diversity of viewpoints
• From any one perspective we see a sliver of the picture
Turning hindsight into foresight
• Looking at same things again and again
• Consistent patterns
• Early warning signals
• Connecting thedots
The random genius of the individual in a global enterprise…
• Information flows globally• That information is filtered
“locally,” absent a way to capture it
• Result: corporate eyes and ears are disconnected from the brain
A rich untapped resource
Early Warnings
Personal filters
The “gold” of critical information is in the high grade zone of real-time human intelligence
If recognized, why is it untapped?
• It’s beyond our personal ability to store and recall
• Most companies are too busy dealing with the challenge of text-based information overload
• It’s a cultural as well as software challenge
Capturing human input in a useful way has been a pain
• What to capture? • Hard to maintain enthusiasm and deal with “black
hole” syndrome• Time-consuming and frustrating to find what you
need • Difficult to tie random comments to accurate alerts
for action across diverse groups
Blogging and wikis help somewhat, but they can also create more info overload
But greater pain is a good motivator for innovation
• “I could have told you that would never fly.”
• “How come we didn’t know about that?”
• “You mean we looked at that before?”
• “How the heck did that happen?”
Joining software and culture
• “We don’t share information” is usually experience with bad design
• Design needs to support – Extreme ease of use– Integration with work processes
• The user is already overloaded, and needs– Compelling reasons to participate– Visibility and value for the enterer
• Usage modeled at the top
..for knowledge to power competitive advantage in growth
Design keys:• Configure the system to the precise
information needs of the users• Make knowledge actionable for specific
growth-related business functions • Allow for true “early warning” alerts• Integrate human knowledge with structured
and unstructured data
The right software allows networked intelligence
ProductDevelopment
BusinessDevelopment
Research &Development
Sales &Marketing
StrategicPlanning
KnowledgeRepositoryCorporate
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Michael [email protected]