TUESDAY, MAY 12, 2015 WORKSHOPS, CERTIFICATION & GENERAL SESSION
7:45 AM - 6:00 PM Workshop and Conference Registration Open
8:30 AM - 11:30 AM
SU1 - SCIP University Fundamental Level Certification – Intensive (continuation)
Day 2 Fundamental Continuation and Testing (15 points):
• 5 Pillars Every Intelligence Program Needs
• Understanding and Applications of Cost Benefit Analysis
• Intelligence for Sales Enablement
WS5 – Quarterbacking the Competitive Intelligence Process – A Strategy Workshop (Half-Day Workshop, Advanced Level)
Strategy & Competitive Intelligence Manager
This workshop will focus on concepts, tools, and techniques by which today’s practitioner can begin to operate as a CI Quarterback within their organization in order to enhance the value provided and expand capabilities. This interactive format will help CI practitioners identify pockets of these skillsets throughout their organization, how to best take advantage of these skillsets, and how to build these skillsets in other areas within the organization to provide additional value. Cipher will partner with the Competitive Intelligence Director for one of our largest Healthcare clients for this session in order to provide a real world example of how this “Quarterback” function can add value within an organization and expand the capability for added value and growth in a way that does not threaten the existing CI functional team.
Concepts, tools and techniques to help today’s practitioner operate as a CI Quarterback within their organization
How to identify and build these skillsets in other areas within the organization
A real world example of how this “quarterback” function can add value within an organization
WS6 – Dynamic Thinking and Gamification (Half-Day Workshop, Fundamental Level)
Rey Juan Carlos University
We have identified that over time, many institutions suffer a gradual shift to complacency and the defense of the 'status quo.' Dynamic thinking can help reduce this defense by encouraging individuals to accept 'thinking differently'; to become the champions of change rather than to oppose it. Technology can assist but the products of analysis can be complex and difficult to communicate in short, board-level presentations. Results may be incomplete and predictions of the future will carry inevitable uncertainty. Competitive intelligence analysts must become well-honed in the skill of critical and creative thinking – dynamic thinking. The dynamic thinker is a person who continuously invests in adopting and adapting habits of mind that allow them to think and respond to challenges critically and creatively. In doing so they are able to think honestly about themselves, their team, and their organisations. They are truth-seeking, willing to change their views and are accountable for their actions. Furthermore they are robust and judicious in pushing down barriers to achieve the best possible effects. If we can do this then we’ll be better equipped to adapt, thrive and survive in the ever changing, increasingly unpredictable and uncertain world in which we live. Using mini simulation exercises based on ‘fictitious’ business scenarios, participants will witness, first-hand, the benefits of dynamic thinking.
A framework for dynamic thinking
An understanding of the benefits of using simulation exercises in teaching habits of mind
Tools and techniques which assist in the process of dynamic thinking
WS7 – Financial Intelligence (Half-Day Workshop, Advanced Level)
Director, Competition Solutions
Lone Star Aerospace, Inc.
Subject Matter Expert Relationship Manager
Lone Star Aerospace, Inc.
Intelligence gleaned from financials is quite often very telling. CI professionals, however, are sometimes not well versed in what specific intelligence they can extract from financials and how to interpret it. On the other hand, financial professionals are often well versed in understanding financials but do not regularly interface with intelligence professionals. As industries change and intelligence seeks to gain more credibility, it will be vital for these two professions to come together to develop robust decision support for executives. In this session, we will discuss the integration of these two professions, what decision support they can collaborate on [including but not limited to predictive forecasting, assumption based growth projections and foresight], and what robust deliverables they can develop for senior management collaboratively.
Types of decisions where collaboration is vital
Short term quick win successes for collaboration
Short case study - A sample side by side analysis and its use in senior management decision support
WS9 – Market Sizing Models (Half-Day Workshop, Fundamental AND Advanced Levels)
Participation in WS9 will earn 10 points towards SCIP University Certification.
They key objective of this workshop is to enable participants to break down or decompose complex problems while developing usable market-sizing frameworks. The workshop will help participants understand how different frameworks can be developed to address market sizing for different types of products or industries, as well as deal with information scarce situations. The workshop will also enable the creation of data collection frameworks to complete the market sizing.
Insight into why industry structure and value chain analysis are critical inputs to model development
Best practices in building multiple models to ensure triangulation and validation
A model development framework to define your research agenda for market sizing
12:45 PM GENERAL SESSION OPENS
12:45 PM - 1:00 PM Welcome and Opening Remarks
1:00 PM - 2:00 PM
OPENING KEYNOTE – Game Changers: How to Build the Future
Brian David Johnson
The future isn’t an accident. The future is built everyday by the actions of people, organizations and corporations. But how do we build the future? What are the actionable steps we can take today to model, communicate and build these visions? What is coming that we can see, and what are some wild ideas that we may not see that will impact industry and the human race?
A framework for modeling and designing the future
An illustration of the framework through real world specific examples and lessons learned
Ways to be a change agent and engage C-Suite and business line executives in getting ahead of what will be and could be coming
2:00 PM - 3:25 PM
EXECUTIVE ARENA - Leveraging Intelligence for Game-Changing Product Innovation
Global Vice President, Visionary Innovation
Frost & Sullivan
In a global environment, it is essential that the decision making professional is well equipped to deliver insights from a variety of functions and a myriad of intelligence sources including, but not limited to, the economic, competitor, customer, market, technological, and big data intelligence arenas. Product extensions, market extensions, disruptive technologies all find their roots in impact analysis frameworks created through robust intelligence. The opening segment of the presentation will also provide concrete examples of how intelligence is being used to determine a new generation of markets and products.
The interactive segment will begin with insight into mobile technology, how it has changed the face of industry, industry convergences—and its tremendous potential to continuously do so in the near term. Each table will participate in an interactive exercise using mobile technology as the basis for the analysis. Tables will identify how mobile technology might change the face of their industry and which specific indicators signal the need for change. Participants will then discuss how they use the indicators to make the case to management for possible market extension, product extension, or the launching of a disruptive technology, etc.
3:25 PM Exhibition Hall Opens
3:25 PM - 4:10 PM Networking, Refreshment, and Exhibition Break
4:10 PM - 4:55 PM
GAME CHANGER 1 SPOTLIGHT – Future Force: The Intelligence Skillsets that will Change the Game
Voice of the Business Academy
Corporate Market Intelligence Manager
Rockwool International A/S
Economist & Professor
Grand Canyon University
Director, Corporate Competitive Strategy
Senior Director, Marketplace Intelligence and Strategic Support
This discussion-style panel will focus on the integration of intelligence skillsets with associated operational disciplines. The panel will include experts from a variety of business functions where they will discuss how they interface with the intelligence function and the value add they require from the intelligence discipline to make decisions that drive competitive advantage. The panel will include intelligence experts who have also served in other industry disciplines as they share their expertise, why their backgrounds enhance their expertise in intelligence discipline and where they see the value add of integrating skill sets.
Key Takeaways from this panel:
An understanding of the role of other disciplines and their requirements for decision making
Where they see the value add of intelligence with their disciplines
A sampling of integrated decisions that can be made in coordination with this discipline
4:55 PM - 5:00 PM Session to Session Travel Time
7:15 PM Wine & Dine
F1 - Fundamentals of Market Intelligence & Branding
Corporate Market Intelligence Manager
Rockwool International A/S
In this session, we address the two integrated intelligence disciplines of market intelligence and business intelligence, illustrating both their differences and synergies— with each other and with CI. We will present case studies and interactive activities that will address the need to integrate all intelligence disciplines in order to attain comprehensive insight into the market.
A definition of each integrated intelligence capability and the competency requirements for each
Insights that are derived from the disciplines and skills of an MI and BI professional
Interactive exercises to combine various intelligence capabilities into true decision support reporting tools and capabilities
F2 - Competitive Technical Intelligence - Intellectual Property as a Gateway to Predicting Your Competitor’s Innovation Strategy
President & CEO
By some estimates, Intellectual Property (“IP”) represents up to 80% of corporate value. Therefore, knowing your competitor’s innovation strategy is equivalent to understanding their business strategy. This session will discuss how the transparency created by ktMINE IP allows practitioners to more accurately predict a competitor’s strategies.
An overview of the sources of available IP documentation including license agreements, patents filings, trademark filings, and M&A disclosures
Insight into the interconnectivity of IP information and where the most valuable competitive intelligence insight is revealed
How to answer questions such as: What is the competition’s IP portfolio? Where is the competition innovating? Where is the competition divesting? Who is the competition dealing with? What strategic moves is the competition making?
F3 - Talent Metrics as a Vehicle for Competitive Advantage
University of South Africa
Professor, Department of Business Management
University of South Africa
The purpose of this session is to explore why talent management efforts fail. A synthesis review of the theory is presented. The findings include that talent intelligence, especially metrics, is generally flawed. The value of the paper includes that talent intelligence can be improved by taking a number of practical steps to ensure competitive advantage and improved organizational performance.
An understanding of why talent management efforts fail
Steps that need to be taken to improve talent management for competitive advantage and improved organizational performance.
Insight into the link between talent intelligence and strategy in organizations
A1 - M&A, White Space & Adjacencies: Building New Ecosystems for Innovation Success
Manager, Business & Market Intelligence
DSM Innovation Center
In radical innovation one of the key challenges is to build new ecosystems in which each party has to play its role. Intelligence plays a crucial role in identifying and selecting these partners for which it is often needed to move into unknown territory. The tools used can vary from well known, traditional tools towards much more advanced tools for relationship/networking analysis.
An overview of the process over the innovation chain (from idea to implementation)
A understanding of the value of both traditional as well as new, advanced analysis tools
A2 - The Intersection of CI and Corporate Strategy: Competitive Intelligence as a Key Component in PTC’s M&A and Strategy Planning Process
Director, Coporate Competitive Strategy
CI professionals talk frequently about “competitive strategy” and leveraging CI to shape a corporations strategy, yet few really understand what this means or how to execute. Even fewer have true visibility into the formulation of corporate strategy and the role CI can play in influencing the future of a company. This session will present an insider’s view on the structure of an intelligence-centric strategy planning process and demonstrate how real competitive intelligence can create a sustainable advantage. Participants will explore the intersection of strategy and CI by examining a case
study on how intelligence influenced PTC’s decision to embrace a disruptive trend to drive growth. And importantly, the direct impact of CI on the execution of PTC’s M&A strategy to quickly build a leadership position in a dynamic, high-growth market. Finally, this session will look at the future of CI, where innovation is happening, and best practices that CI practitioners can embrace to quickly elevate their impact.
Real-world insight into the structure of an intelligence-centric strategy organization and how the CI practitioner can influence corporate strategy
A practical example of how CI drove PTC’s M&A strategy to accelerate its attainment of a sustainable leadership position in a high-growth market in less than one year
Explore the future of CI, where innovation is happening, and best practices CI professionals can embrace to truly “change the game”
A3 - Advanced Analysis: When it’s Worth Investing in Structured Techniques, and When it’s Not
Former Deputy Director of Intelligence
Quality analytic processes require periodic testing of analytic assumptions and evidence. There are many analytic techniques that facilitate such testing, but there is no single methodology that is appropriate for all situations. How does one determine what works for the analytic challenges that your organization faces?
• Examples of useful analytic techniques and their potential application
• Lessons learned from their use in the US intelligence community
• Guidelines for assessing which techniques are appropriate to what types of problems
A4 - Advanced Financial Intelligence - Dissecting Financials to Pinpoint Winners and Losers Products, Competitors & Industries
Professor of Business Administration
Using reformatted updated (2014) public statements, Dr. Rogers will demonstrate (1) unlayering financials to determine actual operating profit; (2) converting statements to cash to determine competitor survivability; (3) discovering "financial engineering" reducing SG&A to impress analysts; (4) calculating the competitive impact of "unbeatable" entry barrier margins; and (5) discovering and reversing sales of high price assets (of dubious value) to Joint Ventures of unconsolidated subsidiaries - a favorite ploy. Each analytic tool has significant CI impact. For example, Dell's 18% gross margin was key to IBM's selling its PC business to Lenovo.
Dissect a competitor's actual operating profit, not the version report [Microsoft 2002-2014]
Discover "financial engineering," especially manipulated SG&A expenses designed to enhance reported operating profit [IBM 2002 vs. 2013]
Understand the power of converting traditional accounting statements to cash flows when estimating a competitor's survivability [Microsoft vs. Dell 2014]
A5 - Advanced Competitive Intelligence – Emerging from the Shadows of Strategy
BRIDGEi2i Analytics Solutions
For a long time, Competitive Intelligence (CI) was considered a relatively poor cousin in the star-studded world of Strategy. Who cared if you tracked your competition? What mattered was planning for the future. Well, that's changing. In fact, that's changed. Strategy roles in many businesses are currently under question and CI, as a discipline aided by tools such as visualization, social research, and data analytics is emerging as a powerful differentiator for businesses. This session will discuss these changes through the example of the Investment Management industry.
How competitive intelligence can help us identify emerging business models such as online wealth management and multi-boutiques that could emerge as game changers
How real-time social intelligence can shape competitive intelligence and change the game for the old-world competitive intelligence techniques
How we measure success for a CI program and what defines the best-in-class CI service/CI product
A6 - The Role of Scenarios and Competitive Intelligence in Building Strategic Intelligence Capability
Professor of International Business and Strategy
University of South Africa
Lecturer of Strategic Management
University of South Africa
To enhance strategic planning and decision-making in environments characterized by unprecedented change, we propose an integrated scenario planning and competitive intelligence approach that should lead to future sustainable competitive advantage irrespective which one of a set of plausible scenarios eventually plays out. The methodology synergistically integrates CI into the various stages of the scenario planning process in devising plausible states of the future at a certain point in time to build strategic and competitive intelligence capabilities. Integrating CI in each stage of all the possible scenarios is explored from a practical perspective
A framework for integrating CI in scenario planning to enhance strategic intelligence capability
An overview of the key aspects to be addressed during the integrated scenario planning process
The expected results and potential benefits of this approach in enhancing competitive and strategic intelligence for improved strategic planning and decision-making in organizations.
LL1 - LEARNING LAB
In the Learning Lab, participants will rotate through 3 interactive pods and learn how to use tools and templates that will increase efficiency and effectiveness.
1. Understanding the CI Function and its Value: from Search Engines and Interviews to Academic Research
Graduate Student, Tom Ridge School of Intelligence Studies
With many organizations having small or even no formal Competitive Intelligence (CI) department, CI professionals need to clearly understand and convey the skills, the role and, more importantly, the value of CI in order to get executive and organizational buy-in. Using a unique approach, the presenters will provide three distinct perspectives by analyzing skills, titles, and locations CI job postings across multiple industries, existing academic research, and interviews of Fortune 100 CI professionals. In doing so, the presenters hope to show the connections and the gaps in the process of understanding what CI can do for an organization.
2. Using GIS and IPB for Retail Pharmacy Site Selection
This lab is based on a master's thesis research which aims to reveal the store placement business model for CVS, Walgreens, and Rite Aid by utilizing ESRI ArcGIS software to map and analyze store locations in their surrounding socioeconomic, geospatial, and competitive environment. The analytic findings from this geospatial analysis were synthesized with a Geospatial Preparation of the Environment (GPE) analysis to illustrate the utility of this methodology for determining the most-suitable locations for a new independent retail pharmacy.
3. Market Sizing and Forecasting Tools
Manager, Strategic Marketing
Tasked with estimating the size and growth rate of a market? Don’t despair – 5 framing steps, some sweat and Voila!
MI1 - MARKETPLACE OF IDEAS
An informal discussion to debate a range of topics in a casual open forum.
Future Force: The Intelligence Skillsets that will Change the Game
Goal: Upgraded skills=career advancement=corporate growth
Reality check: Blindsided with new projects and tools that require new skillsets. Who has time for training?
Join an informal discussion and debate on skill sets of the future force within your own industry. Find out how other industries and companies are tackling these same issues.
Chief Learning Officer
What are the challenges based on your organizational hierarchy?
How can you incorporate new skill sets and technologies into a mature CI function without losing your key contributors?
5:00 - 6:00 PM
GAME CHANGER 1 DEEP DIVES
Concurrent sessions that will explore how to make decisions fast, accurately and to the point.