new ci 304 reporting and communicating intelligence · 2019. 11. 8. · ci 302 cross-competitor...

Academy of Competitive Intelligence LLC630.983.5530

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CI 304 Reporting and Communicating Intelligence

Presented by Heather Hallenbeck

The Academy of Competitive Intelligence (ACI) is the original educational institution in the space of Competitive and Market Intelligence training. It was formed in 1999 by the “gurus” who created the field back in the 80’s: Leonard Fuld of Fuld & CO., Dr. Ben Gilad of the Academy of Competitive Intelligence Inc., and Jan Herring of Herring & Associates.

Leonard Fuld created many of the intelligence-gathering techniques currently used by corporations around the globe, and his book, Competitor Intelligence: How to get it, how to use it (Wiley, 1985) was a best seller and the first book on the subject. His company Fuld & Co. was founded in 1979. Recently, Leonard has retired from Fuld & Co., and the Academy in 2017.

Dr. Ben Gilad is considered a leading developer of competitive/strategic intelligence theory and practice in the US and the originator of both strategic early warning systems and war gaming for corporations. Ben is a former Associate Professor of Strategy at Rutgers University’s School of Management. His first books, The Business Intelligence System (1988) and Business Blindspots (1993), paved the way for the CI evolution in US corporations, many of which emulated the basic principles of Gilad’s CI process model. He also wrote Business War Games (2009) and is considered the “CI guru” in the industry.

Jan Herring, formerly a senior CIA official set up the U.S. government’s first intelligence organization to assess the national security implications of foreign developments of civilian technology that could adversely affect the U.S. economy. Once retired from service, Jan designed and developed the first modern business intelligence system at Motorola (1985) and went on to advise many corporations on the principles of organizing the CI function. Jan has retired from the Academy in 2017.

The CIP™ program which was created by these three CI founders is a complete intelligence program - from basics to advanced analysis – and the most widely recognized around the globe. Ben is still leading its analytical core, and its faculty expanded to include Troy Pfeffer, Nan Bulger, Heather Hallenbeck and Dr. Helen Rothberg.

HistoryAcademy of Competitive Intelligence

Take a tour of ACI’s resourceswww.academyci.com

Continuing Education Units (CEU)

Core Courses - CIP™-I Certification Credits/CEUs

CI 101/202 Competitive Intelligence Planning & Collection .7

CI 301 Competitive Blindspots .7

CI 302 Cross-Competitor Analysis .7

CI 303 Structured Analytics .7

CI 304 Reporting & Communicating Intelligence .7

Advanced Courses - Master of CI CIP™-II Certification

CI 401 War Gaming: Theory and Practice 1.8

CI 402 Value Chain Analysis .7

CI 403 Anticipating Disruptions 1.4

Total CEU’s 7.4

In order to receive CEUs, participants MUST:

1. Sign in and out for each course

2. Attend each course for the entire duration

3. Participate

4. Complete the evaluation at the end of the day

Disclosure of Instructor’s Proprietary Interest

We strongly discourage the promotion of paid services to the participants of the course during teaching. While the faculty’s

expertise and leadership position in the field will inevitably lead to requests for subsequent services, questions and advice, maintaining professional decorum during the course delivery mandates that such

discussions take place only after the course has been delivered.

Heather Hallenbeck

Heather is the Director of Corporate Insights in Corporate Strategy & Innovation for Bose Corporation. Heather has built a formal Competitive Intelligence function at Bose and now manages the Global Insights team including Competitive Intelligence, Market Analytics, Consumer Quantitative Research and Business Strategy to deliver data-driven actionable insights. Her team is part of Corporate Strategy and Innovation and focuses on analyzing and synthesizing critical competitive, market and consumer insights with strategic recommendations for all Bose core, growth and incubation businesses spanning research, product development and sales & marketing.

Heather is a seasoned strategist with proven ability to envision, lead and grow innovative businesses. She possesses a world class background in Marketing, Product Management, and Strategic Planning. She is skilled at generating salient insights from consumer research, technology trends, business strategies and competitive intelligence to synthesize into actionable business initiatives. She leads with a positive, empowering and contagious spirit with a balanced approach of assertiveness, collaboration and decisiveness that drives team and individual performance. She demonstrates the unique combination of big picture vision with pragmatic planning required to develop as well as to implement strategic plans.

She holds an MBA with concentrations in Marketing and Competitive and Organizational Strategy from Simon Graduate School of Business from the University of Rochester, a BS in Industrial and Labor Relations from Cornell University, and is a Master of Competitive Intelligence (ACI) alumna.

CI 304 Reporting & Communication of IntelligenceAcademy of Competitive Intelligence LLC

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© 2019 Academy of Competitive Intelligence LLC | CI 304 Reporting and Communicating Intelligence

Agenda

• My CI Journey

• Customer & Product Expectations

• Intelligence Reporting Structure

• Communication Style

• Know Your Audience

• Influence


My CI Journey


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The risk that actions

of the company’s

competitors or new

entrants to the

market threaten

competitive

advantage.

Competition Risk #1

CI Mission:

As a hub for Competitive Intelligence, we drive competitive advantage by collecting, analyzing and synthesizing critical competitive insights across Bose to deliver actionable recommendations for decision makers.

Discipline

We use external benchmarking for best in class CI practices to define

and implement a CI discipline at Bose.

Projects

We define and deliver purpose‐driven projects to inform specific decisions, provide self‐service access to CI information, and

publish insights packages.

Network

We establish a CI Network connecting internal experts

and external resources on key topics to create

knowledgeable Subject Matter Expert (SME) teams to

complete CI projects.

Building the CI Capability


3

Component No ProgramLevel 1

ReactiveLevel 2

PilotLevel 3

ProactiveLevel 4

World ClassLevel 5

Roles & Responsibilities

People

CI Professionalism

OrganizationalStructure

Analysis

Secondary Research

Primary Research

Technology

Processes

CI Awareness

Value Proposition

Speed and Execution

Strategy Development

Decision Making

Mitigating Risk

Team

Techniques

Influen

ce

Set the Right Expectations

Process

CI Maturity Model Assessment

News Alerts & Tracking

Public company wide and private category‐specific sitesSearchable, relevant two‐way communicationsTimely updates on companies, start‐ups and new productsMarket, technology, conferences, executives, etc. updates

Bose Insight Central Newsletters

Provide Competitive Insights

Competitive Insight Packages

Insights Briefs

Competitive analysis with key insights by category Key Intelligence Topics (KITs)

Targeted Company Profiles

Key Company Assessments

Broader Executive Briefings

Deliver Impactful Projects

Define and deliver purpose‐driven CI anchor strategic projects that will inform specific decisions based on a key intelligence question for an anchor stakeholder. These projects focus on the next 2‐5 years and may be from our core categories and/or new emerging business areas.

Deliverables – Self Serve, Standard Work, Projects


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Bose Insights CentralA collaborative network of insights teams across Bose that work together to reduce complexity and better support informed decision making.

Corporate Strategy & Innovation

Assumptions

Knowledge

Horizon 3 Create adjacent or next‐

generation options

Horizon 1 Sustain and grow core categories

Horizon 2 Build and scale

emerging categories

New BusinessCore


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Deploy & Experiment

Conduct Situation Analysis

Align the organization

Define Strategic Choices

Insights

Winning Proposition, priorities & gaps

Learnings

ActionPlans

Superior Insights is the basis for makingthe best choices about value creation

Strategy Process with Integrated Insights

Source: Wilie Petersen

Set the Right Expectations

Deliver Insights in Everything

Define your Mission & Scope

Prioritize & Align on Critical Work

Get Quick Wins

Build Credibility

Build Awareness

Leverage a Diverse, Inquisitive team

Build Your Internal & External Network

Keep Learning, Reassess Often

Set the Bar High

Advice From Our Journey


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Markets are Moving Faster Than Before


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Technology is …

Impacting every industry and Adoption is faster than ever and increasing


Technology and Data impacts have been profound, Redefining Competitive Lines

New Foes and Frenemies Insurgent Competitors are Multiplying Cost of a Tech Startup $5M to $5K

Dismissive is Deadly

“Neither Redbox or Netflix are even on the radar screen in terms of Competition”

Jim Keyes CEO Blockbuster 2008

“Google’s Not a Real Company, It’s a House of

Cards”Steve Ballmer Former CEO Microsoft


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Will and Skill Required The information to predict and identify the drivers of these future trends and shifts is available

“The problem is not information overload. It’s filter failure.” Clay Shirky

A CI Analyst needs to be an/a:– Inquisitive Investigator‐ Able to derive

data driven impactful insights

– Objective Analyst‐ someone who can persuade the skeptics and critics

– Strategist Futurist – Diverse Big Picture Thinkers that can imagine a world of possibilities

– Passionate Collaborator ‐ Self‐motivated networker with ties across functions


Michael Hayden, Former DirectorUS National Security Agency & Central Intelligence Agency

October 2007

Intelligence exists in that nexus between the world as it is and the world as we want it to be. And it is in that nexus that policy is formed…And, the challenge for (intelligence) analysts is to be in that nexus, to be relevant to the decision‐makers’ questions, while at the same time not being captured by the decision‐makers’ preferences…It’s hard to do, but that’s the space where we’ve got to work.

Intelligence and decision‐making

“

”


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Customer & Product Expectations


“Our intelligence shows that everybody loves us.”


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Products and Customers

Intelligence Products

• The written reports, briefings, presentations, videos, blogs, and other forms of “output” that communicate intelligence within the organization

Intelligence Customers

• The leaders, managers, decision‐makers, and influencers who use intelligence to formulate strategy and make decisions


Are You Focusing on the Right Areas?

Only 18% of Time Spend goes to socializing intelligence and enabling decision making.

Greatest development area for CI teams is enabling executive decision making with CI


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Why is it so Hard to Influence Your Customers ?


What is the Right Accuracy Level?


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Understanding Busy Decision‐Makers

Their time is limited and precious

They depend on you to prioritize what is important

They expect transparency in your facts and analysis

They “use” information from “trusted” analysts and organizations

They may think they already know "the answer"

You are only one source of their information flow


Intelligence Tribe Decision‐Maker Tribe

Focus on “over there” Focus on “here”

By personality, reflective. Want to understand

By personality, active. Want to signify

Strive to suppress own views, biases, ideology most of the time

Act on strong views, biases, ideologies, at least some of the time

Long time horizon – career Short time horizon – 12‐18 months

Analytic products improve with time Want help yesterday

Understand complexity, perhaps overstate it Want to simplify

Know that predictions will be wrong, so spell out scenarios and probabilities

Want “the answer” but know they probably can’t have it

Tend to take the world as it is; it is there to be understood

Take the world as malleable; it is there to be shaped

Skeptical about how much influence their company has

Overstates what the their company (and they) can accomplish

Two Tribes


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Discussion: What are intelligence customers’ expectations for the intelligence product?

• How do you determine what their expectations are?

• How to you measure whether your intelligence products have met their expectations?

• What role do your intelligence customers have in determining what intelligence products you produce?

• What other sources of information or insight about the competitive environment do they consult?

• How are your products differentiated?


Defining Questions: Getting Started Checklist

• What prompted the need for the analysis?

• What is the key intelligence, policy, or business question that needs to be addressed?

• Why is the issue important, and how can you make a unique and meaningful contribution?

• Has this question or a similar question already been answered by you or someone else and what was said? To whom was that analysis delivered, and what has changed since then?

• Who are the principal customers? Are their needs well understood ?

• Are there any other stakeholders that would have an interest in the answer? Would any of them prefer that a different question be answered?


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The Purpose of Intelligence Products

Communicate analysis and insights about competitors and competitive conditions

Advice

Warn of new industry developments that may carry implications for the organization

Advise decision‐makers on matters of competitive strategy

Communications Warning


Who? What? When?

Where? How?

Why?

What Does It Mean?

The analytic spectrum

What Happens Next?

Proactive

Reactive

TIME FO

CUS Descriptive

Analysis

ExplanatoryAnalysis

EvaluativeAnalysis

EvaluativeAnalysis

Concept‐DrivenData‐DrivenTHOUGHT PROCESS

Summarizes, ReportsSummarizes, ReportsGeneralizes, Finds Patterns + TrendsGeneralizes, Finds Patterns + Trends

Identifies Cause + EffectIdentifies Cause + EffectEvaluates + JudgesEvaluates + Judges

ForecastsForecasts


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Scope the Right Question

Relevant – What aspect is of greatest interest?

Timely – We are preparing for an event, is there some other event or decision point of which we need to be aware?

Actionable – What decisions will the results inform?

Answerable in more than one way – Several alternatives may be possible

Precisely worded – Focused, in context


Intelligence Product Discussion

What intelligence products do you currently produce?Why that product set?Does each product have a purpose?Is your intelligence production strategy integrated?

Where do you believe there is room for improvement?


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Competitive Insights Package – Key Intelligence Topics


Company Profiles


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How can Competitive Intelligence help…?

Assess the Evidence

CI Tools & Techniques

Objective & Rigorous

Evidence Collection Structured Analysis Key Intelligence Needs Actionable Judgement

and Insights

Key Intelligence Question

De‐construct the Problem

Analytical Framework

Hypotheses

Indicators

Key Competitive Deep Dives

Company Profiles Detailed Analysis

Synthesis

Argument

Devil’s Advocacy

Recommendations and ImplicationsHypothesis Framework

CI Strategic Anchor Projects


Entertainment

CommunicationsInfo & Productivity

Platform Players

Headphone Players

How will the market for headphone‐based wearable computing evolve, and what are the product and technology development intentions and capabilities of key players – both collaborators (platform owners and developers) and headphone competitors?

Competitive Deep Dives


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Why does this matter?

Inspire future opportunities

Mitigate future risk

Strategic Foresight: Brings external perspective to business decisions to surface new opportunities and minimize blind spots


Trend Scouting: We leverage over 50 diverse sources for perspectives on how the future will evolve in the next 3‐10 years

• •

Futurists Future‐Looking Orgs Podcasts, Books, & Videos

Consulting Firms Market Research

Industry Leaders

Tech & Business Publications


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Trend Prioritization: We prioritized business relevant megatrends present across multiple sources

PEST Trends

Combined =

MEGATRENDS

Relevant

PEST Trends

MEGATRENDS prioritized for

business relevance


Potential Impact

Likelih

ood of Hap

pening (1‐3 Years)

Trend Prioritization Mapping

Potential Threats and Opportunities

Likelihood of Happening Within Next 1‐3 Years

Potential Impact

Bose Confidential

[plot technologies/ features/

trends/events on map]

1 Low High 10

1 Low

High 10


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Structure of a Company‐Focused Brief

Who are they?

Brief history

Why write? Where do they compete with Bose?

Detailed history

Market performance

Key points

Product line details, key differentiators

Comparison against Bose

Messaging, Distribution, Merchandising

Summarize by revisiting key points

Relevant, provocative questions or implications


Structure of a Context‐Focused Brief

What is it?

Brief description Why write?

How might it impact Bose?

Detailed description

Competitive Landscape and Messaging

Key points

Customer Reviews and Reactions

Summarize by revisiting key points

Relevant, provocative questions or implications


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Game Theory

Proactively consider Amazon’s potential

impact in ……….

Identify alternative paths for Bose to be

better prepared for shifting dynamics.

Strategically think through business

choices.

Why Amazon? Why now? What’s the goal?


Outline plausible paths for Bose.

Outline how Bose might execute against

each path.

Predict Amazon’s likely responses to

Bose’s moves.

Determine attractiveness values of paths.

Prioritize options.

Cross functional team including:

Product Planning

Sales

Marketing

Competitive Intelligence

Strategy

Game Assumptions Participants Process

Game Theory


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Trigger Monitoring System‐ Actions Threat Level

Low High

Prior Status Current Status Low Trigger High Owner

Feb ‘19 Jun ‘19


Scenario Planning

– Stories about tomorrow that can help us make better decisions today

– Narratives that stretch thinking, but are always plausible and logical

– Range of possibilities for the future —not predictions

– A framework for recognizing and adapting to change over time

High uncertainty

High complexity

Big stakes

Strong biases in company

When is it appropriate?What is it?

Future Reality

Increasing uncertainty

Scenario 3

Scenario 2

Scenario 4

Today


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The scenario planning methodology brings both creativity and rigor to strategic planning

Identify driversIdentify drivers

Categorize drivers,

explore inter‐sections &

build scenario matrix

Categorize drivers,

explore inter‐sections &

build scenario matrix

Select and describe scenarios

Select and describe scenarios

Use scenarios to identify critical success factors

Use scenarios to identify critical success factors

Build strategies around the

CSFs

Build strategies around the

CSFs

Look for common elements across the scenario‐based

strategies

Look for common elements across the scenario‐based

strategies

Monitor indicators against

contingency plans

Monitor indicators against

contingency plans

Workshop 1 CI Workshop 2 CI

Strategy Ideas: Cross‐functional teams assume the mindset of an assigned scenario to identify

critical success factors and strategies to explore in their scenario world

Outcome is stress‐tested strategic recommendations

1. Common strategy ideas that would hold water in any of the future scenarios2. Contingent strategy ideas that would only make sense under certain conditions


A Perspective On Information Overload

“The amount of available information has increased. The amount of information you

need to answer the questions you are asked has not.”

Mark M. LowenthalFormer Asst. Director of Analysis & Production, US CIA Author of 90+ studies on intelligence and national securityAdjunct professor, Columbia University


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This report, by its very length, defends itself against the risk of being read.

”

“


Analyst, Research DevelopmentBritish Foreign Office, 1903-1956

Year after year the worriers and the fretters would come to me with awful predictions of the outbreak of war. I denied it each time. I was only wrong twice.

”

“


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Is the central thesis (the “what” and “so what”) clear and relevant to his/her interests?

Does the structure of sub‐claims expand and enrich the central thesis?

Is supporting evidence reasonable, relevant, and concrete?

Does it take into account conflicting evidence or interpretations of the same evidence?

Can the customer easily translate it into his/her frame of reference and responsibilities?

Does the product stand out and "demand to be read?"

How Customers Evaluate Our Judgments

When a customer reads your report or listens to your briefing, he or she will ask:


Who is the key person for whom the product is being prepared?

Will this product answer the question the customer asked? Did the customer ask the right question or is it more important to place your answer in a broader context?

What is the most important message to give this customer? What value‐added contribution can you make?

How is the customer expected to use this information?

How much time does the customer have to digest your product?

What format would convey the information most effectively?

Is it possible to capture the essence of your message in one or a few key graphics?

What is the customer’s level of tolerance for technical language and detail? Can you provide details in backup materials, graphics, or an annex?

Does distribution of this product need to be restricted?

Would the customer expect you to reach out to other experts for assistance in answering this question?

To whom might the customer turn for other views on this topic?

What perspectives do other interested parties have on this issue?

Knowing the Customer Checklist:


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Be a CI Trailblazer

• Don’t sit back and wait for ad hoc requests

• Constantly remind customers what CI can do for them

• Focus on the benefits of the CI product to your customers

• Create CI products that are unique, visually distinct, and branded


Intelligence Reporting Structure


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The AIMS Method

Audience:• Who is the primary audience for the product?

• Are you writing a short, tightly focused piece for a senior figure or a longer piece with more detail for a less strategic customer?

Intelligence or policy question:• What intelligence or policy issues are the key customers

struggling with now or will they have to deal with in the future?

• What are your customers’ greatest concerns or greatest needs at the moment?

Message:• What is the bottom line you want to convey to your key

customers?

Storyline:• With the clear bottom‐line message in mind, can you present

the message in a simple and direct way to the customer?


Thesis and Claims

Sub‐Claims and

Supporting Evidence

Supporting Evidence

The Inverted Pyramid Writing Style

Most Importan

t Inform

ation

Least Im

portan

t Inform

ationSupporting

Evidence


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• Definition: – Put the most important information at the top of the story, in the opening

paragraph. Non‐essential information populates the following paragraphs.

– Start with the key conclusions so that decision makers can obtain the key takeaways immediately.

– Supporting evidence follows in the trailing paragraphs.

• Benefits – Provides busy decision makes with a quick synopsis of the issue in the

opening sentence and paragraph.

– Forces the author to create a compelling and succinct hypothesis and identify key pieces of evidence in a clear manner.

Inverted Pyramid Writing Style: definition and benefits


A thesis statement is one complete sentence that expresses your position

• Narrows the topic down to a specific focus of an assessment

• Establishes the direction for the entire paper

• Points forward to your conclusion

• Always stated in the introduction

• Takes a stand and justifies further discussion


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A thesis statement:

Tells the customer how you will interpret the significance of the issue you are addressing

Is the road map for the product

Directly answers the question(s) you are addressing for the customer; it is an interpretation of the question or subject

Makes a claim that others might dispute

Is usually a single sentence communicated at the beginning of the product that presents your argument to the client

Elements of the thesis statement


The North and South fought the Civil War for many reasons, some of which were the same and some different.

• Weak thesis

• Restates a question “why was the Civil War fought” without providing any additional information

• Reader can’t tell where the report is heading

• Lacks anything that someone could challenge or disagree with

While both sides fought the Civil War over the issue of slavery, the North fought for moral reasons while the South fought to preserve its own institutions

• Strong thesis

• Provides a reason for a question

• Allows you to back up your argument with evidence

• Communicates an argument that others may challenge or disagree with

Thesis statements: the good and the bad


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Thesis statements: fact vs argument

Evidence‐based statements Assertions (Valid thesis statements)

Small cars get better fuel mileage than 4X4 pickup trucks.

Government restrictions on 4X4 pick up trucks would contribute to energy conservation measures without causing harm to the economy.

Foul language is common in movies. The amount of foul language in movies is disproportionate to the amount of foul language in real life.

Celiac disease is an autoimmune disease The incidence of celiac disease is increasing in the US not only because of an increase in the ability to diagnose it, but also because of changes in the agricultural system, especially the increased use of pesticides, insecticides and genetically modified crops.


Evidence‐Based Statements or Assertions

Which of the following statements might be evidence‐based or simple assertions? How would you test whether each statement is correct?

• My friend is the best friend in the world

• My mobile phone number is difficult to remember

• The deepest part of the ocean is 35,813 feet deep

• Dogs make better pets than turtles

• 85% of all cases of lung cancer are caused by smoking

• If you stretch out a yo‐yo it will be 23 inches long

• One person out of every 100 people is color blind

• Two out of 10 British citizens are Euro‐skeptic


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A good thesis statement should:

Convey the bottom line: the “what” and the “so what”

Address the client’s core problem or challenge

Preview our implications and outlook

Writing Thesis Statements

The thesis statement consists of one or two sentences that explain:

What is happening and why

Where, when, and how it is happening

The impact to the client, and what it all means

If you cannot write a short, compelling, sophisticated, “what and so what” thesis statement, you have not adequately done your

analysis and are not ready to prepare a deliverable.


Argument Framework

An argument can be used to:• Support something you think has merit – your thesis statement

• Persuade someone that something would be beneficial to do or not do –a particular course of action

• Convince someone that something is true, likely to be true, or probably –an outcome

• Reason with someone to get them to change their mind or their practice

Analysis Synthesis Argument


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The Ingredients of a Good Argument

Claim Evidence Count‐

Argument

What makes a good argument?‐ The premises are acceptable or reasonable (likely to be true)‐ The evidence or reasons are relevant to the claim‐ The reasons provide sufficient grounds to accept the claims


Constructing an argument for your thesis statement

Making an argument: expressing a point of view on a subject and supporting it with evidence.

What would an argument look like for the thesis, dogs make better pets than turtles?

What components of that argument are:

• Evidence?

• Assertions?

• Counter‐arguments?


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Dogs are better pets than turtles

• Claim– Dogs are loyal

• Evidence– Research has shown that dogs are pack animals and have a strong

desire to want to belong– We have observed dogs expressing loyal behavior

• Hawkeye, the dog who lay down next to the casket of his Navy SEAL owner in grief.

• Hachiko, the Akita who greeted his owner at the train station every day when he returned home from work, and after the owner suddenly died, returned to the train station at the same time every day for nine years

• Counter‐argument– Dogs are more “high maintenance” than turtles– Turtles have longer life spans than dogs


Where can our products go off the rails?

Familiarity

Out of date information or concepts

Satisficing

Oversimplification

Mismatched data or interpretations

Failing to consult with colleagues

Vagueness


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The Nine Principles Of Analytic Writing

Determine context and put conclusions first

Determine context and put conclusions first

Know the customers’ needs

Know the customers’ needs

Organize logicallyOrganize logically

Understand formats

Understand formats

Use precise languageUse precise language

Economize on words

Economize on words

Strive for clarity of thought

Strive for clarity of thought

Use active voiceUse active voiceSelf‐edit your

writingSelf‐edit your

writing

Resource: The Elements of Style by William Strunk Jr.


Build Your Case Exercise‐ Amazon Partnership• Imagine you work for:

– Team 1: Company that sells blood pressure medication

– Team 2: Health insurance company in the US

– Team 3: Company that makes a fitness tracker

– Team 4: Large hospital system in the US

– Team 5: Large pharmacy in the US

• Client Request: Your CEO has heard a lot in the news about Amazon’s recent success and is excited to partner with them. He has come to the CI department for advice on how your company should partner with Amazon. You’ve gathered some evidence to help inform your recommendation. What would you advise?

• Instructions: As a team, please review the evidence and put together a short presentation with your recommendation on how to partner with Amazon. You have 45 minutes to prepare the presentation and then 5 minutes to make your case to the group. Please include:

– A clear recommendation on how to partner with Amazon

– Evidence to support your recommendation


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Communication Style


Self‐Assessment


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Herrmann Brain Dominance Instrument (HBDI)

https://www.youtube.com/watch?v=MiIhttYt_qI&t=406s


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Apple Exercise : Part 1

Split into 4 Teams:Organize by where you feel yougenerally fit (one of your top two preferences)

Team A: AnalyzeTeam B: OrganizeTeam C: PersonalizeTeam D: Strategize


Apple Exercise: Part 1

Client Request: Your CEO wants to better understand the company Apple. Specifically, she would like to hear your point of view on how Steve Job’s passing in October of 2011 impacted the company. You’ve learned that her dominant thinking style matches the style of your group.

Instructions: As a team, please review the evidence and put together a presentation with your recommendation. For this exercise, feel free to include other sources or information you have to make your case. You have 45 minutes to prepare the presentation and then 5 minutes to make your case to the group. As part of your presentation, please include:

– A clear thesis statement

– Evidence to support your thesis statement

– Tailor the presentation to appeal to her thinking style


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Know Your Audience


Assessing Customer Needs

The analyst should put him/herself in the customers’ shoes and ask:• What is their role?

• What are their interests?

• What is their expertise?

• How do they take on and absorb information?

• What other sources of information do they consult?

• What will your customer do with your information and insights?

• Can you bound the problem to tell customers what they do not need to worry about?

“Every intelligence product must be rooted in a strong understanding of the audience it is written for.”

‐‐Martin Peterson, retired CIA Officer


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The 4 Brain Types

Source: Michael Cooper, Innovators and Influencers


Population Distribution



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Attention Span



Information Needs



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The Real Problem



Adjust For Your Audience

1. Identify Your Audience’s Brain Type

2. Recognize What’s Important to Them

3. Frame Your Message To Get Their Attention

4. Trigger Emotion, Use Metaphor and Story

5. Sell the End Result or the Absence of it



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Controller + Manager

• Want Control – Give them Recommendations/Choices

• Want Results – Recommendations have to show Potential Outcomes

• Hate to Lose – Spell out the Consequences of Inaction for Each Option

• Want to Look Good – Make Recommendations that make the Business look Good to Stakeholders

• Are Time Starved – Make the Executive Summary Short and Concise ( even shorter than you think!)



Influence


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Ultimately, we are in the business of persuasion

William BernbachAmerican advertising executive

The truth isn’t the truth until people believe you, and they can’t believe you if they don’t know what you’re saying, and they can’t know what you’re saying if they don’t listen to you, and they won’t listen to you if you’re not interesting, and you won’t be interesting unless you say things imaginatively, originally, freshly.

“

”


The three pillars of persuasion

https://youtu.be/aEZWKkv48MY

Logos‐ Reason

Ethos – Credible

Pathos ‐ Emotion


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The PERSUADER

Personal pronouns

Emotive language

Rhetorical questions

Statistics and facts

Use of an authority figure

Alliteration and anecdotes

Description and imagery

Exaggeration

Repetition and groups of three


Mobile phones are bad

• Read the short article on mobile phones

• Identify the persuasive techniques used

• How can these techniques be applied to intelligence products?


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What Makes a Good Story?

Immerse your audience in the story.Tell a personal story.Create suspense.Bring characters to life.Show. Don’t tell.Build up to S.T.A.R. (Something they’ll Always Remember) moment.End with a positive takeaway.

https://visme.co/blog/7‐storytelling‐techniques‐used‐by‐the‐most‐inspiring‐ted‐presenters/


What makes an Idea Stick?

Simplicity

Simple ideas express an essential of an idea in the briefest way possible

Unexpectedness

Unexpected ideas violate expectations, surprise, and generate interest and curiosity

Concreteness

Concrete ideas are unambiguous and expressed in terms of human actions and sensory information

“The first problem of communication is getting people’s attention.” Not only that, you must “work to make the core message itself more interesting.”

Credibility

Credible ideas include their own support and credentials and allow people to respond and accept the ideas without skepticism

Emotions

Emotional ideas make people feel something, encourage caring and appeal to self‐interest

Stories

Sticky ideas are most effective and memorable when they are framed and presented as stories. People respond to stories quickly and effectively.


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Using New Developments as “Hooks”

Reporting the news, or providing perspective?

Remember the main purposes of intelligence products:

– Communicate

– Warn

– Advise

Report on new competitor / market / industry developments by using them as a “hook” on which to hang an analytic perspective


Hook Example

The development (hook): Shares of Apple fell more than 7 percent — falling below its historic $1 trillion market cap — following the release of its 2018 Q4 earnings

Communicate / Warn / Advise: what is the analytic perspective, or thesis, you really want your customer to take away from this development?


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The development (hook): Shares of Apple fell more than 7 percent — falling below its historic $1 trillion market cap — following the release of its 2018 Q4 earnings

Despite beating Wall Street estimates and solidifying its strategy of using higher prices to offset slowing sales, these results signify the increasing pressure on Apple to diversify its product revenue, accelerate innovation, and lessen its reliance on iPhone sales to drive future growth.

The Real Message

Hook Example


Storytelling and Business Insights

1. Set the parameters2. Be authentic3. Have a clear outcome4. Be consistent and well organized5. Call to action


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What Is Influence Without Authority?

“I have done enough for you, Apollo; now it’s your turn to do something for me.”

‐‐Rough translation of inscription on a Greek statue of the God Apollo, 700‐675 B.C., demonstrating ancient understanding

of the concept of reciprocity.


The Way to Influence

•Reciprocity is the almost universal belief that people should be paid back for what they do – that one good (or bad) turn deserves another.

•People generally expect that, over time, those people they have done things for “owe them” and will roughly balance the ledger

The key to influence is based on the principle that underlies all human interaction: the Universal Law of Reciprocity.


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You Give: You Get:

Work that your job description calls for Standard pay and benefits

Willingness to work on weekend to complete a project

Boss praises you, mentions extra effort to higher‐ups, suggests you extend vacation

Support for a colleague’s project at key meeting

Colleague gives you first shot at project results

A difficult analysis requested by a colleague not in your area

Colleague tells your boss how terrific you are

The Art of Give and Take

Examples of Reciprocity at Work

Exchange – trading something valued for what you want – is the basis of all influence relationshipsThis kind of reciprocity is continuously taking place in organizational life


Assume all are potential allies

Clarify your goals and priorities

Diagnose the world of the other

person

Identify relevant currencies (theirs,

yours)

Deal with relationships

Influence through give and take

Cohen‐Bradford Model of Influence Without Authority


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“Give me more detail.”

“I’m not surprised.”

“There’s nothing here I didn’t already

know.”“I expected better.”

“I don’t think our challenges are as bad as you make them out to be.”

“I think your methodology is

flawed.” “I’m not sure I understand what you’re saying.”

“ . . . “

Sounds of Resistance

“I need some time to think about this.”

“That’s really not feasible.”


• The hardest part of projects is dealing with resistance from the customer

• Resistance is a reaction to an emotional process taking place with the customer that entails reacting to the process of being helped and having to face up to difficult problems

• Deal with resistance by:

– Identifying when it is taking place

– Viewing it as a natural process and a sign that you are on target

– Not taking it personally

– Supporting the customer in expressing the resistance directly

Dealing with and Understanding Resistance


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Objectives

• What is the condition the customer wants to attain?

• Did the project achieve those objectives?

Metrics

• How will we know we achieved what we set out to achieve?

• Can you track relevant metrics to demonstrate success?

Value

• What is it worth to the customer?

• Can you ask the client if he/she perceives value in the project results?

How Do You Know Your Projects Have Impact?


“People (customers) don’t care how much you know until they know how much you care”

“Professional is not a label you give yourself – it’s a description you hope others will apply to you”

If your customers aren’t actively telling their colleagues about you, maybe your work isn’t as great as you think it is.”

How Do You Know You Have Impact?


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Whole Brain Thinking

https://www.youtube.com/watch?v=oKjigQPOAi4


Apple Exercise – Part 2

Split into 4 New Teams:

You must have at least one member on your team from each thinking style

Client Request:

Your CEO wants to better understand the company Apple. Specifically, she would like to hear your point of view on how Steve Job’s passing in October of 2011 impacted the company. You’ve learned that her dominant thinking style matches the style of your group. Instructions: As a team, create a new presentation of 1‐3 slides. You have 30 minutes to prepare the presentation and then 5 minutes to make your case to the group. As part of your presentation, please include:

•A clear thesis statement•Evidence to support your thesis statement•Incorporate elements that will appeal to all 4 thinking styles•Incorporate Ethos, Pathos, and Logos into your presentation


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What are 3 actions from this week you will take back and apply at work?

Note from Dr. Bose’s Desk

new ci 304 reporting and communicating intelligence · 2019. 11. 8. · ci 302 cross-competitor...

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