Starting a Competitive Intelligence Function

Starting a Competitive Intelligence Function is the third volume in the Topics in CI series, published by SCIP’s Competitive Intelligence Foundation. The general topic covers the concept and practice of defining the organization’s internal requirements and setting up the environment for an effective competitive intelligence function. Kenneth Sawka is the editor. Price for this book is $69.95 for SCIP members, $89.95 for non-members.

Content

Major components of starting a competitive intelligence function include: 

1. Defining the CI function’s goal, clients, output, and decision(s) it will support.
2. Defining management’s role, obtaining buy-in, and creating support.
3. Identifying required personnel resources and determining the best way to train and retain them.
4. Leveraging internal resources (information, people, systems) and creating networks.I
5. dentifying additional resources to be developed or purchased.
6. Creating process that work within your organization’s culture and will support your CI goals.
7. Communicating and educating clients, team members, and information contributors about CI
8. Determining ways to measure the impact of the CI function.

Objective

The primary objective of Starting a Competitive Intelligence Function is to provide an introduction to the necessary elements that provide the groundwork for creating an effective competitive intelligence function in your organization. This publication provides guidance and information on all aspects of starting a competitive intelligence function, from organizational issues to required resources to internal processes.

Contents include the processes, best practices, and operating procedures that chart the path to competitive intelligence success. It provides a checklist on what needs to be done before you actually start producing competitive intelligence (the groundwork – what you do before you put the nameplate on the door). The publication will also include case studies of successful (and unsuccessful) efforts.

Questions answered by the publication include:

• What do I need to know before I start developing a CI function?
• What basic resources are needed and what alternatives do I have to obtain them?
• What skills are needed for CI and how can I obtain them?
• Where should the CI function be placed in the organization?
• Who should my CI clients be and how do I identify them?
• Does my specific industry require a different approach to building a CI function?
• What are my options in developing a CI budget?
• If I have to hire staff, how do I work with Human Resources to develop job descriptions?
• How do I develop an effective CI analytical team, either dedicated or ad hoc?
• What processes need to be in place for a CI function to work and what best practices can I leverage to create them?
• How do involve management in CI development and how do I develop a CI champion?
• How do I develop needs assessments and determine if they are accurate?
• What is the best way to distribute and communicate CI products in my organization?
• What is the role of consultants in designing and developing the function?
• How can I organize or structure the CI function to support decision-making?
• What infrastructure linkages do I have to have with other departments?
• What internal resources already exist that I can use to support the CI function and how do I find them?
• How do I build effective internal networks to exchange information and analysis?
• What is the functional relationship between CI and other corporate functions?
• How do I identify appropriate CI output/deliverables and what are my options for communicating them?
• How do I develop and distribute a set of legal and ethical guidelines?
• What are my outsourcing options and when should I use them?
• How can I use technology to support my CI practices?
• How should the success of my CI effort be measured?

Target audience

 The target audience for this publication includes:

• individuals who are new to competitive intelligence.
• experienced CI professionals who are starting a new competitive intelligence function.
• corporate management involved in designing, leading, using or overseeing competitive intelligence effort.
• academics who teach CI and their students.

Table of Contents

Part One: Building a Competitive Intelligence System Start to Finish

Section 1: Intelligence Systems Planning

1 Your Company’s New Foray into Competitive Intelligence: Factors for Success. Kenneth Sawka. p.3

2 Intelligence: Developing the Business Case. Timothy Powell p.73

3. From Challenger to Champion: Selling Your Idea to the Senior Executive Officer. William West p.234

4. Defining Competitive Intelligence Needs: The Role of Key Intelligence Topics. Jan Herring p.335

5. Starting a Strategic Competitive Intelligence Function. Kirk Tyson p.43

6 Organizational Placement: Deciding Where to Locatethe Intelligence Unit(s), Kenneth Sawka p.53

7 Working with Culture: The Key to Success. Magnus Hoppe p.59

8 Ethical Intelligence. Bonnie Hohhof p.71

Section 2: Information Collection

9 Working with Information Professionals. Toni Wilson p.81

10 Creating Internal Networks: The Why and How. Martha Houx Singer p.89

11 Tapping Into Your People: Building a Global Network. Manisha Singh p.103

12 Building External Networks to Support a Dynamic Operation. Ellen Naylor p.111

13 Conference and Trade Show Intelligence: Jump-start Your New Function. Jonathan Calof. p.121

Section 3: Intelligence Analysis and Production

14 You’ve Got the Data. Now What? Mark Chussil p.129

15 How to Use Common Intelligence Analytics. Peter McKenney p.145

16 Effective Reporting of Analysis: Developing a Production Strategy. Joseph Goldberg p.161

Section 4: Intelligence Tools and Resources

17 Using Technology to Support Competitive Intelligence Practices. Kelsey Hare p.171

18 Engaging Consultants. Paul Crane p.179

19 Using a Pilot to Develop an Intelligence Function. Avner Barnea p.187

20 Hiring for a Strategic Competitive Intelligence Function. Elizabeth Jeffords p.195

21 The Lone Manager Model: Making it Work. Mark Stevens p.207

22 Continuously Raising the Bar: Training and Development. Paul Kinsinger p.217

23 Outsourcing Competitive Intelligence. John McGonagle, Patrick Bryant, Claudia Clayton, Christine Wunderlin  p229

Section 5: Measuring the Impact of Competitive Intelligence

24 We Don't Know What Makes Intelligence Functions Effective. So What Now? Ben Gilad, p.243

25 A Roadmap for Ensuring Success. Leonard Fuld, Arjan Singh, Andrew Beurgschens p.253

Part Two: Industry Focus

26 Financial Services: An Industry in Upheaval. Dale Fehringer, Melanie Wing p.269

27 Starting an Intelligence Function in the Information Technology Industry. Michael Sperger p.283

28 Managing a Moving Target: Starting a Competitive Intelligence Function in the Professional Services Industry. Zena Applebaum p.295

29 Starting a Competitive Intelligence Function in the Pharmaceutical Industry. Craig McHenry p.307

Part Three: Case Studies

30 Building Intelligence Awareness: Creating a Movement One Believer at a Time. Stephen Borengasser p.317

31 Enhancing Effectiveness Via a Federated Structure of Departmental Intelligence Relays. Charles Proian p.331

32 Competitive Intelligence at Kodak: The Early Years. Timothy Kindler p.343

33 CTI in a European-Based, Global Pharmaceutical Company. Martha Matteo p.353

34 Got It Wired: TelKom South Africa’s Superb Competitive Intelligence Department. Nancy Potter, Kent Potter, Nico Greyling  p.369

35 Challenges, Obstacles, and a Path to Success: A GlobalCorporation Case Study. Jens Thieme p.379

Author Biographies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .391