1. SCIP Amsterdam Workshop Hans Hedin & Jens Thieme
From Firefighters to Futurists Developing Your Intelligence Operations by using GIA’S World Class MI Roadmap
SCIP Amsterdam Workshop
Hans Hedin & Jens Thieme

2. GIA’s World Class MI Roadmap
Purpose
The GIA Intelligence Development Framework “From Firefighters to Futurists” show how a company may successfully develop its intelligence capability over time.
Content
6 Key Success Factor Areas for Intelligence
5 Levels of Sophistication/Development
Process Consulting Activities for each level
Output
Present situation analysis regarding MI activities
Benchmark against global sample
Framework for MI Development and prioritization

3. Workshop Timeline Time Program Group Activity 9:15
Start – Session introduction
Brief introduction of participants
Intro: CI function / level of function
Write down: your expectations today
9:30
Description of the roadmap concept
10:00
Roadmap diagnosis
Plot your own situation into the matrix
10:30
Case study Ciba
10:45
Transformation of roadmap into development framework
11:15
Coffee break
11:30
Group work
Develop questionnaire, improvement workbook, decision worksheet
12:10
Group presentations
All groups present their results
12:45
Sum up
Conclusion and feedback
13:00
End

4. World Class MI Roadmap From Firefighters to Futurists

5. Reasons for MI Development and Key Success Factors showing How to Develop MI

6. Background and Reasons for Developing the GIA MI Roadmap
Issues
Start-up: Companies need support for understanding how to implement an intelligence capability from scratch.
World-Class performance: Companies that have been conducting intelligence for a number of years seem to get stuck and unable to develop word-class performance regarding the intelligence activities.
Management education: Management needs to understand the requirements and the development path for obtaining a good understanding about the future of their business environment.

7. Reasons for MI Development

8. Objective: World-Class Intelligence System in Operation
An effective Intelligence System combines information from external and internal resources through a systematic intelligence process.

9. Key Success Factors in Developing a World-Class Market Intelligence System
Develop the Intelligence System in a systematic way and continue to improve it.
Start from small and redefine the Scope along the development curve
Design and implement MI Processes that are integrated with decision making, i.e. Decision Point Intelligence
Design and produce concrete Market Intelligence Deliverables
Adopt a specialized Market Intelligence Tool, which enables global sharing of MI
Build a result-driven Organization with optimized resourcing
Create an intelligence Culture in your organization

10. Develop the Intelligence System in a Systematic Way and Continue to Improve It
A well-designed intelligence process integrates relevant content, appropriate IT tools, and a human network into a smooth operation that decision-makers can leverage for sustainable competitive success.

11. 1. Start Small and Redefine the Scope Along the Way
Start with a limited scope and expand it once you have more resources
When your market monitoring covers the relevant parts of your business environment, start putting emphasis on going deeper into the topics
Once you cover the relevant parts in your current business environment in detail, expand focus to also cover the future
Scope also involves analytical depth and future orientation

12. 2. Design and Implement MI Processes that are Integrated with Decision Making
First, formulate an MI strategy and implementation plan based on analyzed needs of your company, and on best practices learned from other companies
Second, establish continuous Market Monitoring to serve as the foundation for all Market Intelligence operations
Third, identify decision making points in your organization’s key processes and integrate your MI operations accordingly

13. 3. Design and Produce Concrete Market Intelligence Deliverables
Ensure that you start delivering valuable content to end users from the very beginning
Start with setting up selected Market Monitoring deliverables that increase the awareness of the developments in the business environment of your organization
Design and implement MI deliverables that are integrated with key business processes and specific decision point therein
As you develop, the following aspects will need to increase:
Future Orientation
Co-Creation of Intelligence

14. 4. Adopt a Specialized Market Intelligence Tool that Enables Global Sharing of MI
Do not reinvent the wheel by embarking on designing and implementing a custom MI tool that is intended to meet 100% of your wishes
Instead, adopt intelligence software that has been built to support MI processes specifically and will meet 95% of your requirements
Automate routines with the tool and engage end users through alerts and collaboration features

15. 5. Build a Results-Driven Organization with Optimized Resourcing
Centralize the management of activities and resources
Outsource non-core activities to an external partner
Develop an intelligence network for collection and analysis
Make sure that the final analysis and interpretation of Market Intelligence will be done close to decision making

16. 6. Create an Intelligence Culture in Your Organization
Start the internal marketing of MI from the very beginning
Make MI a part of everyday business
Meetings
Training sessions
Find the people who believe in MI and start building the MI Network around these people
Co-creation of intelligence
Make sure that CEO and top management promote the MI culture in the organization

17. 5 Levels of Intelligence
MI Roadmap
5 Levels of Intelligence

18. 5 Levels of MI 5 Firefighters 4 3 2 1 Beginners Coordinator Directors
MI becomes part of making company future
MI recognition with refined deliverables
World Class MI 5
Level 1
Firefighters
Advanced MI 4
MI process emerges
Intermediate MI 3
MI responsible named
Basic MI 2
Informal MI 1
Level 2
Beginners
Level 3
Coordinator
Level 4
Directors
Level 5
Futurists

19. The Roadmap: Combining the levels and the KSF
Description 1.
Informal MI
(“Firefighters”) 2.
Basic MI
(“Beginners”) 3.
Intermediate MI
(“Coordinators”) 4.
Advanced MI
(“Directors”) 5.
World Class MI
(“Futurists”)
MI Process
MI Organisation
MI Scope
MI Culture
MI Tools
MI Deliverables

21. Solutions Overview: GIA Process Development Activities
MI Process Integration
World Class MI
MI Product Portfolio Management 5
MI looks into future and is tightly integrated with the company’s strategy and operative key processes
Culture is hungry for new opportunities in the market
All tools are widely used and people are expected to be savvy with using them
Advanced MI 4
Interactive Workshops Implementation (Scenarios, War Games, etc)
GIA Benchmarking Project Participation
MI Deliverables Development
In-depth process integration activities
MI-Orgaization: Local/focused MI experts teams.
MI Process Plan Implementation
Intermediate MI 3
MI Organization Training – Development of Internal Network
Process Integration Planning (sales, strategy, innovation, etc)
Future Oriented Analysis Methods Planning
Intelligence Desk with personalized deliverables
User Satisfaction Survey
MI Diagnostics
Basic MI 2
Information Source Review
Intelligence Products Planning
Resourcing ad-hoc requests
Plan for MI Organization
Intelligence Desk Pilot
Informal MI 1
Information Needs Analysis
Intelligence Status Review (Survey)
Intelligence Process Implementation Plan
Intelligence Director/Manager Coaching Program

22. Utilizing the Roadmap
MI Roadmap used to present interview & survey output and benchmarking against GIA Global Survey

23. How to use the Framework-Project Overview
Client
BI Survey
Best BI Practices
2009
Identify development issues
Assess present MI status
Client BI Needs
Develop MI plan
Client
Executive Interviews
Client BI
Workshop
Client
Present
BI Status
Next Steps
Implementation
Client
BI Unit Interviews
Best BI Practices
2015
GIA Global
Survey
External Input
Client Input

24. Global Market Intelligence Survey 2009
Existence of Systematized MI Activities
Study Purpose
Understand the present state of MI on a global level
Understand differences in MI across regions and industries
Follow up the studies conducted in 2005, 2007 and 2008.
Scope
724 responses in total, with 457 organizations having an MI operation in place
Survey was conducted as a web questionnaire during August-September 2009 by GIA Member companies
Target companies included both large global organizations and smaller, regionally operating ones.
Respondents per Region
Why did we conduct the study?
To understand the present state of MI around the world in general but also to understand differences across regions and industries.
Since this is the fourth study conducted, we are also in a good position to understand the development of MI over the years.
NN (Pete, Carsten, Victor) , out of 724 surveyed companies, 267 state that they do not have systematized intelligence operations in place. Does this come as a surprise to you?
(NN) Not really. There are always companies that have felt that they do not need systematized MI. But they become fewer and fewer. And as we shall see, many of these companies that do not have MI are in fact planning to implement this in the near future.
(Conferencier) – Western Europe and the Americas seem to take the lead when it comes to having MI operations in place according to this study. Is this in line with your experience as well?
(NN) – Yes. But having said that, we should also keep in mind that we see consistent growth when it comes to companies from Asia as well.

25. Present Situation – Internal Company Survey Results vs GBIS
How far, on this “sophistication scale”, have the different dimensions of Client's Business Intelligence operations progressed?
GBIS Average
GBIS Average
GBIS Average
GIA Comments: Client has “basic” intelligence activities in general according the the BI Roadmap framework. Organization, scope, process and deliverables are perceived to be the most advanced factors (towards level 3 – Intermediate BI. BI Tools and BI Culture are perceived to be the least developed factors.
We note that “soft” issues like process and organisation are ranked almost as high as “hard” tangible issues like BI-Tools and deliverables.
It is surprising that BI Tools seem to be scored low since Client has a BI Intranet. Explanations here might be that the respondents feel that they also need other tools or simply that they perceive that the BI Intranet is not meeting their requirements, which has been stated in the interviews.
Culture is almost always the lowest score in this survey.
GBIS Average
GBIS Average
GBIS Average
Client
average
GBIS Average
GIA Global
MI Survey
Positions are indicative of relative positions.

26. Present Situation - Overveiw
MI becomes part of making company future
MI recognition with refined deliverables
World Class MI 5
Level 1
Firefighters
Advanced MI 4
MI process emerges
Intermediate MI 3
MI responsible named
Basic MI 2
Client
position
Informal MI 1
Level 2
Beginners
Level 3
Coordinator
Level 4
Directors
Level 5
Futurists