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INTRODUCTION

  • Introduce the day’s agenda and ensure alignment of the boot camp outputs with participants’ desired objectives:

  • Understand primary roles/responsibilities of facilitators and attendees

  • Convey purpose of the boot camp

  • Review agenda

  • Establish Boot Camp ground rules

 

COMPETITIVE INTELLIGENCE OVERVIEW

This complex will introduce new intelligence analysts to the world of CI and cover in detail the most important aspects of CI (the “big picture”) and how to master them in the field, including:

  • Provide an understanding of CI fundamentals

  • Enhance your knowledge base of CI, the CI capability framework and how it works

  • Motivate you to create a movement that inspires others to engage and enables decision making

 

DEVELOPING A CI CAPABILITY ROADMAP

Whether you are starting a new intelligence unit or seeking to improve your established operations, prioritizing and delivering actionable intelligence that enables decision making is essential to add business value to executives. This complex focuses on sharing insights gleaned from two decades of working with global organizations across multiple industries in building their intelligence capability. 

Key takeaways are to: 

  • Understand how to build an effective intelligence capability

  • Learn the 10 key universal issues that are causes for ineffective intelligence functions 

  • Realize the two key executive questions that ultimately determine the effectiveness of the intelligence capability

  • Identify the key characteristics that drive CI effectiveness

  • Outline the primary action steps to building a valued CI program

 

MANAGING EXPECTATIONS OF INTERNAL CLIENTS

Communication between a CI group and its internal clients is crucial to successful CI. It often boils down to how well the client understands what actually can be delivered, the research-gathering process when results can be expected, and at what cost. It also depends on how well the CI facilitator understands what the client expects for the investment. This complex looks at how to diagnose a client’s needs and maps out which expectations are most important and how to convey them. The class will learn how to eliminate senior management's “get me whatever you can, as fast as you can” mentality, and how to develop a mutually beneficial relationship between internal CI users and providers.

The objectives of this complex are to:

  • Diagnosing client requests – determining project objectives and scope

  • Identify the 7 most important ways to manage expectations

  • Determine the challenges to managing expectations

  • Discuss practical action steps to overcome those challenges

  • Outline the benefits of managing expectations – and the negative effects of not doing so

  • Share specific examples of successfully managed expectations

 

 

CONDUCTING AND OPTIMIZING SECONDARY AND PRIMARY RESEARCH

A variety of secondary information sources is available to researchers gathering data on an industry, company, products/services, strategies and a wide range of other topics. When searching the web It is easy to get lost on where to look and what information to use. This complex will focus on:

  • Improving the efficiency and effectiveness of secondary research

  • Understanding search engine rules

  • Applying search tips and tricks

  • Building a research toolbox

  • Managing information overload

Often, secondary research is not enough and the intelligence needs can only be met by deploying primary research elicitation. Elicitation is the subtle extraction of information during an apparently normal, free-flowing, and innocent conversation. Conducted by a skillful intelligence collector, elicitation appears in the form of a social or professional conversation and occurs anywhere and anytime.  In this complex, you will receive guidance on conducting fundamental CI primary research:

  • Understand how to identify sources (internal and external)

  • Compare differences between secondary research and primary research

  • Outline differences between primary research conducted in market research vs intelligence research

  • Learn a variety of elicitation techniques

  • Hear tips on how to expect, overcome and accept rejection

 NETWORKING

For the intelligence capability to be most effective, CI professionals must develop robust internal networks. Business networking is a social and economic activity by which an extended group of people with similar interests or concerns interact and remain in informal contact for mutual assistance or support. However, most people have never been trained on how to network. This complex focuses on:

  • Develop a winning process to identify the most important internal relationships

  • Learn how to develop internal transformational business connections

  • Understand how to communicate and effectively manage those connections

  • Learn how to keep the process evergreen so it becomes sustainable over time

 

ANALYZING AND STORYTELLING

For intelligence to have a high impact on an organization, it must be relevant and timely. Having a roadmap on how to convert information into intelligence is essential. The challenges of creating meaningful intelligence cover several key areas:

  • Explaining the need to understand the real meaning of the intelligence

  • Identifying barriers (and potential solutions) to understanding meanings

  • Knowing when it is time to stop the collection phase (find it out vs. figure it out)

  • Sharing different analytical tools to decipher meaning

Hallmarks of Successful Analysis

Porter’s Four Corners

Strategic SWOT

  • Avoiding too much analysis

  • Knowing how to best report your interpretations and implications

  • Convincing senior management to embrace the insight provided

 

BUILDING A STRATEGIC EARLY WARNING PROGRAM

Does your leadership team want to avoid [bad] surprises? If yes, then establishing a Strategic Early Warning (SEW) program that regularly monitors specific indicators, “weak signals”, and other market forces that may impact your company’s current market assumptions and future-based scenarios is essential for your market research or intelligence team to add greater business value. An SEW program helps protect the business against unexpected market and competitive developments and proactively alerts decision makers of critical external market shifts to drive action that seizes opportunities and/or blunts threats ahead of time. Key takeaways are to: 

  • Define Strategic Early Warning (SEW)

  • Learn how a typical SEW program works

  • Understand how SEW supports/complements Enterprise Risk Management (ERM)

  • See examples of effective SEW programs and the benefits they provide

  • Obtain practical tips on how to mobilize an SEW capability

 

DEMONSTRATING THE VALUE OF CI

How often are you asked to show the value of what you do? It seems like CI teams are always under scrutiny to show how they contribute value to the organization. Many argue that it is impossible to show the value of CI. We don’t agree. Through a simple yet highly effective framework, you will learn that not only can you show the ROI of CI, but that by doing so you will gain more visibility and resources to ensure that CI becomes an integral part of the organization's culture. The complex will: 

  • Describe the essence and importance of CI ROI

  • Learn the four core elements necessary to demonstrate CI’s value

  • Prove CI’s contribution to senior management through consistent communication and reporting tools

  • Discover specific ways to create and cultivate an internal CI Culture of Excellence

  • Establish an action plan to implement the ROCI® framework

 

RECAP

  • Summarize the key takeaways from the Boot Camp

  • Address any remaining clarification questions

  • Determine 3-5 key actions participants will take over the next 60 days

CI 100/CAP-I Certification

Foundations of Competitive Intelligence