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1:30pm - 2:30pm Concurrent Tracks Choose one of the following interactive sessions or executive insight presentations during this time frame: Track 1 - B Multi Scenario Planning David Conley Innovation Program Manager Intel Principal, Innomation LLC ✪ Veteran Exposure Executive Insight Presentation Limited Seating Planning for multiple scenarios often requires the analysis of, and reaction to, conflicting guidance and direction. The source of conflicting information and requirements can come from any number of sources including: scenario requirements themselves, differing needs of sectors, contradictions between sectors, and any other number of other sources. This session sets the stage for empowering you to take fundamental scenario planning to the next level. Key Take-Aways: g A fresh perspective on the key to effective multi-scenario planning g Best practices for identifying and organizing contradictory requirements g Analytical methods for use in effectively modeling multiple scenarios with a focus on the resolution of conflicting requirements Track 2 - A How Wide is Your Moat? Assessing Competitive Advantage Facilitator: Danielle Lorenzi Lead Business Intelligence Analyst Lorenzi Consulting, LLC ◆ Early Exposure Interactive Limited Seating How sustainable is your competitive advantage? Revenue and profits are up, yet is your company ready for continued success? Participants will gain insight on how to access the sustainability of a company’s competitive advantage. You will walk away with tools on how to identify and rank resources that are key to your company’s survival and assess the sustainability of those resources. You will have an action plan on how to assess competitive advantage, identifying gaps where executives need to “shore up your company’s moat.” Case studies will be used to illustrate methods discussed. Key Take-Aways: g Corporate Strategy Framework g An understanding of resource attributes for a sustainable competitive advantage g A methodology to access the sustainability of competitive advantage Track 2 - B Increasing Objectivity in Indicator & Warning Analysis – a New Methodology Nimalan Paul Shelly Freyn Experienced Commercial Leader Assistant Professor General Electric Co. Mercyhurst College ✪ Veteran Exposure Executive Insight Presentation Limited Seating A key objective of the competitive intelligence function is to provide top management with advance information on potential threats to the firm’s market position and on potential market opportunities. An effective tool towards fulfilling this two-pronged objective is Indicators and Warning (I&W) analysis. However, in this day and age where one is overloaded with information, there is a significant challenge in prioritizing and dealing with the available information objectively. This session will introduce a structured approach to enable prioritization and increase objectivity using the STEEP framework and Analysis of competing hypotheses (ACH) to enhance the effectiveness of I&W analysis. 16 AGENDA Wednesday Key Take-Aways: g A tool to identify and monitor key indicators and avoid getting overloaded with information g A collection plan to gather information related to the defined indicators and determine the level of threat based on analysis of the information collected g A method to establish an audit trail, which enables analysts and decision makers to see how a particular analyst conclusion was reached Track 3 - A How Technology is Revolutionizing the Art and Practice of CI Facilitator: Karen Rothwell Vice President, Consulting Practice Outward Insights ◆ Early Exposure Interactive Limited Seating This interactive session will explore the changing landscape of the competitive intelligence discipline resulting from the growth of powerful technology tools. It will challenge some of the prevailing wisdom about the role that technology will play in the future of CI and will advocate for a greater reliance on the automation and indexing that new software platforms make possible. The session will focus on how we’ve been able to reduce the time commitment associated with traditional, labor intensive CI activities. Key Take-Aways: g Insights on the impacts that technology is likely to play in CI in the coming years and the way it will shape not only what CI functions can accomplish, but also the very nature of the way they function and are designed g Simple and proven tips for integrating technology into new and existing workflows with an emphasis on understanding the advantage that firms can accrue from the strategic use of CI technology g Real world examples of how technology can often reduce analyst work loads and in some cases replace entirely traditional CI tasks, freeing analyst to provide higher order benefits and analysis Track 3 - B Wikis in Intelligence: The Good, the Bad, the Reality Kristan Wheaton Associate Professor Mercyhurst College ◆ Early Exposure Executive Insight Presentation Limited Seating With more than 100 strategic intelligence projects utilizing wikis to both manage the process and to produce the final report as its basis, this presentation condenses that experience into 12 essential lessons learned for intelligence practitioners. Wikis have proven to be extremely valuable collaborative tools appropriate for a whole range of business uses. This presentation will focus on both the good and the bad of wikis in intelligence. Attendees will gain an evidence-based appreciation for the realities facing any analyst who seeks to use wikis to manage an intelligence project or produce an intelligence product. Key Take-Aways: g Insight on what is a wiki and why is it important to intelligence professionals g Recommendations for when to use (and when not to use) a wiki to produce intelligence products g Concrete ways to maximize the impact of wiki-based products with decision makers SCIP 2012 | www.scip.org
Track 4 - A Justifying the BI and CI Functions using ROI and Other Measurement Tools Facilitator: Neil Mahoney Chief Executive Officer and President Global Pharma Alliance, Inc. ✪ Veteran Exposure Interactive Limited Seating One of the most challenging aspects of running a competitive intelligence (CI) function is measuring the impact of the CI group on the organization. While many groups attempt to use qualitative measures of their contribution, the real challenge is quantifying a Return on Investment (ROI) on the CI contribution to the company financial performance. This session provides insights on actual measures used in a global pharmaceutical company that utilized both qualitative and quantitative measures to expand the CI function on a global basis. Many CI professionals do not believe that a quantitative measure of ROI is possible since they perceive the CI function as a service organization. In reality, the CI function should is an integral part of the strategic planning process and by impacting management’s view of the competitive landscape, it can influence resource allocation through the impact on assumptions used to forecast revenues, promotional investments, and profit levels of key brands. Real life examples will illustrate the measurement of financial impact of the CI function over a ten year period that convinced senior management to significantly increase the investment in the CI function resulting in the growth of the group Key Take-Aways: g An understanding of how CI supports and impacts the planning process via assumption inputs g Qualitative measures of CI contribution to the company g Quantitative measures for determining CI financial ROI to the company Track 4 - B Developing Competitive Intelligence Process for a B2B Company Steve Johnson Colin Drysdale Director, Strategic Marketing Corporate Planning Analyst T.D. Williamson Inc. T.D. Williamson Inc. ◆ Early Exposure Executive Insight Presentation Limited Seating In a B2B business model, how can you obtain information from private companies that are competitors? What information are you limited to and what analysis/conclusions can you make out of it? This presentation draws upon a practical example to introduce a template for a competitor intelligence brief. Key Take-Aways: AGENDA Wednesday g A step by step guide to design a competitive intelligence process from scratch for B2B companies g Ideas to overcome issues like lack of information on private companies, and to make the best use of information to make strategic and tactical decisions g Template and process to help you immediately get started, and to develop and adhere to realistic timelines Track 5 The Information and Communication Technology Industry's Top Game Changer Edward W. Allison Director Competitive Solution Marketing Polycom Active Dialogue Limited Seating Join this active dialogue discussion to explore a game changer specific to the Information and Communication Technology 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 Unified Communications growing adoption throughout the enterprise. This is a paradigm shift that is impacting all areas of business processes and will provide substantial advantage to those enterprises that can harness new processes. Unified Communications will, and already is, impacting Competitive Intelligence in the enterprise. New ways to identify KITS, collect, and communicate will enable CI practitioners to better influence tactics and strategies... or, be sidelined by those internal teams that better utilize this technology to incorporate CI processes into their native work streams. Where will you fall? 2:40pm - 3:40pm Concurrent Tracks Choose one of the following interactive sessions or executive insight presentations during this time frame: Track 1 - A How To Use Customer Time as a Competitive Weapon Facilitator: Adrian Ott Chief Executive Officer Exponential Edge, Inc. ✪ Veteran Exposure Interactive Limited Seating Time is today’s turbulent markets’ new competitive differentiator. From CEOs to soccer moms, time is the scarcest resource. Time’s the most overlooked but biggest opportunity in the executive’s toolbox when making decisions. Executives spend countless hours determining demographics, pricing, and product functionality yet devote scant attention to how time shapes customer decision-making. Time-Value Economics (Time-onomics) address the hidden but powerful forces that drive behavior in today’s always-connected, informationoverloaded economy. This session will provide insight regarding Time-onomic mindsets for today’s customer realities with outcomes of tapping into new markets, converting products into customer habits, and developing advantageous tools for using time. Key Take-Aways: g A guide on how to apply time-value innovation to tap into new growth markets, new customer ecosystems, and business models g Success factors for turning a product or service into a customer habit g Approaches to innovate breakthrough offerings that redefine categories and disrupt industries g Tools for developing Just-in-Time Sales Information, and ways to avoid being broadsided by a time alternative competitorz SCIP 2012 | www.scip.org 17
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