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Track 4 - B Thinking Strategically: Transitioning from the Competitive, to Strategic Intelligence Executive Arjan Singh Head, Competitive Intelligence Endo Pharmaceuticals ✪ Veteran Exposure Executive Insight Presentation Limited Seating One of the key challenges in competitive intelligence has been moving up the value chain to providing more strategic intelligence and then ultimately transitioning into a senior management role. Not many people have made this transition: This presentation will address the underlying factors that need to be in place to make that transition, describe a tangible roadmap for making this transition and detail the key pitfalls to watch out for. Key Take-Aways: g A guide to transitioning from order taking to be a more proactive stakeholder g Insight into building credibility through progressively more strategic deliverables g Transparent frameworks for delivering intelligence g An approach to developing a succession plan g Best practices for getting a strategic intelligence mandate g Ways to balance the tactical vs strategic priorities g Next steps after finally making the leap Track 5 The Aerospace & Defense Industry's Top Game Changer Duane Grove Director, Strategic Development & Innovation Lockheed Martin IS & GS Scrutiny Active Dialogue Limited Seating Join this active dialogue discussion to explore a game changer specific to the Aerospace & Defense industry and how this disruptive trend will change its future landscape. This session, moderated by an industry practitioner, is not designed to provide competitive intelligence on the industry itself. It is, rather, designed to explore and anticipate how the nature of the industry is likely to change as a result of the decreasing budget environment. Threat or Opportunity? Focus on what Strategy and CI professionals can do to support their executives when the news seems bleak. A challenging dialog on creative, value-generating ways to navigate market turbulence and the role of strategy and competitive intelligence in informing the discussion and creating growth opportunities. 5:45pm - 6:45pm Networking Reception 7:15pm Meet in Lobby for Wine and Dine Departure The networking never ends...join your colleagues in this dutch treat gathering to kick back, relax, and enjoy a meal with new found friends. It's another great opportunity to further business relationships. WEDNESDAY, MAY 16, 2012 GENERAL SESSION AND EXHIBITION 7:15am - 5:30pm Conference Registration Open 7:15am - 8:00am Continental Breakfast & Exhibition 8:00am - 8:15am Opening Remarks 12 AGENDA Tuesday/Wednesday Internet Cafe Hosted by: 8:15am - 8.45am KEYNOTE – Using Persuasive Leadership to Influence the C-Suite Dr. Mario Moussa President Moussa Consulting Co-Director, Wharton Strategic Persuasion Workshop At its core, competitive intelligence is about creating timely, actionable intelligence that helps support both the strategic and tactical decision-making process. In theory this is simple, but it has presented fundamental problems for many CI organizations. Actionable intelligence and brilliant ideas are not enough to influence members of the C-Suite. You also need “woo” — a unique blend of leadership, emotional intelligence, and relationship-building skills. Drawing on his experiences working with global executives, Dr. Moussa will draw upon anecdotes from business, politics, and the military to illustrate a systematic process for wooing senior executives in your company. Key Take-Aways: g An enhanced capability to overcome the common barriers to communication with cross functional executives, and with the C-Suite g A guide to steer you in recognizing where it is most important to build collaborative working relationships g New ideas for articulating a vision that inspires people to work together on shared goals g Innovative ways to communicate successfully with multiple stake holders, including both specialists and general managers 8:45am - 9:15am EXECUTIVE PANEL - Aligning Strategic Intelligence with the Enterprise Strategic Vision Moderator: Dr. Mario Moussa President Moussa Consulting Co-Director, Wharton Strategic Persuasion Workshop Panelists Include: Jeff Allinder Senior Director of Competitive Intelligence Bright House Networks Scott Leeb Managing Director, Knowledge Management Rockefeller Foundation Joanne Mesite Director, Competitive Intelligence Strategy & Portfolio Solutions Pfizer World Wide R&D Ty Trenary Senior Manger, Competitive Intelligence T-Mobile USA CI executives often find themselves walking the line between the organization's strategic vision and their competitive intelligence activities on a day to day basis. Drawing from the experience and expertise of this panel of seasoned CI executives, this rapid fire session provides unparalleled insight into meeting this challenge head on. Key Take-Aways: g A new capability to assess the extent of any gap between the strategic growth vision and its goals, and your current strategic and competitive intelligence activities g New ideas, processes and best practices to ensure the intelligence you deliver supports the vision g Concrete calls to action 9:15am - 10:00am Networking, Refreshment, and Exhibition Solutions Showcase Hosted by: SCIP 2012 | www.scip.org
10:00am - 11:00am Concurrent Tracks Choose one of the following interactive sessions or executive insight presentations during this time frame: Track 1 - A Strategy Maps: Competitor Analysis Beyond Four Corners - SOLD OUT!! Encore session has been added on Wednesday at 2:40pm Facilitators: Mark Chodnowsky Michael Sandman Vice President, Manufacturing/CPG Practice Senior Vice President Fuld & Company Fuld & Company ✪ Veteran Exposure Interactive Limited Seating Hundreds of the world’s largest corporations use strategy maps to align operations with strategic goals. The latest thinking in the C-Suite is to apply strategy maps to assess the competition. This approach takes competitive intelligence beyond the output of a Four Corners analysis into the realm of anticipating what the competitor can accomplish and provides a framework for comparing your own organization’s execution of strategy with that of the competition. Strategy maps focus on what it takes to execute strategy –the financial, customer-facing, operations and human and technical resources elements of strategy execution. Based on the pioneering balanced scorecard work of Harvard Business School professors Kaplan and Norton and a recent article in the HBS Balanced Scorecard Report, this session will describe how to build a competitor strategy map and demonstrate how one can use strategy mapping. Key Take-Aways: g Insight on uncovering a rival’s operational strengths and weaknesses g An approach to providing early warning on competitor initiatives g A guide to demonstrating to management where operational adjustments may be needed Track 1 - B Alliance, Partner…and Competitor! Jonathan Aflalo Strategic Intelligence Manager Swissport ✪ Veteran Exposure Executive Insight Presentation Limited Seating In today’s turbulent economy, the Aviation industry is known to anticipate many industries’ opportunities and threats thanks to business, competitive and knowledge intelligence. During this session you will be guided to apply innovative best practices by endorsing the challenge of partnering in your market, while competing with the same partner on a different market and protecting your proprietary intelligence. Thus, thanks to this approach your strategic intelligence will support your growth and strategic planning. Key Take-Aways: AGENDA Wednesday g Best practices from a turbulent industry to ensure awareness of your market to strategically plan ahead thanks to any available sources of intelligence (internal or external) g Success factors to create innovative cross-industry collaboration by forming partnerships on your market while competing with these same players on other markets g Insights to value and protect your intelligence legally, confidentially, ethically while ensuring its cost effectiveness (ROI) Track 2 - A Agent-Based Modeling and Simulation — An Emerging Framework for CI Facilitator: Jess Laventall Co-founder American Choice Modeling ◆ Early Exposure Interactive Limited Seating The roots of Agent-Based Modeling and Simulation (ABMs) were formed at the dawn of the computing era. Only recently, however, have these techniques begun to make headway in helping to inform and solve critical business problems. Rich, visual simulations can be developed based on partial, vague or simply non-deterministic inputs which lead to unique and novel data visualizations that can be useful for informing decisions. This session details a framework for applying ABM techniques with CI methods playing a critical role in informing ABMs, and seeks feedback from the CI community to further develop ABMs with a CI orientation. Key Take-Aways: g A breakthrough methodology beginning to be applied in the business world g An opportunity to weigh in on establishing a framework for ABMs within a CI context g Actual demonstrations of various ABM models to illustrate the rich visualization potential of ABM simulation Track 2 - B Typical Competitive Analyses Suck: How Quality Market Assessments Fix Geren Williams Vice-President of Capture Management CACI, Inc. ✪ Veteran Exposure Executive Insight Presentation Limited Seating The market assessment is an area of competitive intelligence frequently conducted ineffectively. In practice it often goes overlooked altogether. Inexperienced capture teams move directly into competitive assessment/analysis in a rush to focus intently on the competition. While commendable this limits the creativity and effectiveness of an overall business pursuit. Primarily it discourages the exploration of innovative teaming partnerships. This also skews whatever competitive assessment is conducted because it presumes that team members have a perfect understanding of the competitive landscape; at the outset of a capture effort this is seldom, if ever, the case. Key Take-Aways: g Five lessons learned about conducting market assessments in practice g Repeatable, step-by-step methodology for conducting market assessments g Straightforward templates and visual examples to use in conducting quality market assessments Track 3 - A Successfully Managing Customer Push-Back: Essential Tools for the CI Professional Facilitator: David Gibson Senior Vice-President Kaiser Associates, Inc. ✪ Veteran Exposure Interactive Limited Seating Every time a CI professional responds to a request, there are “negotiations” between the CI professional and the customer [external or internal] to define the work to be done; while balancing customer needs vs. what the CI professional can deliver using the time and resources available. This session will provide CI professionals with tools to manage the inevitable push-back from customers and ensure success going forward. Using a case based on real examples, and his firm’s 30 years of experience; Mr. Gibson will lead a discussion on proven tools and techniques for managing customer push-back. Key Take-Aways: g Strategies for managing customer push-back g 6 Tools to manage the CI professional/customer dialogue g Proven techniques for dealing with difficult situations SCIP 2012 | www.scip.org 13
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