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Competitive Technical Intelligence (CTI) An Introductory Workshop. 2004 FPTT Annual Meeting June 16, 2004 Halifax, NS Canada. Brad Ashton Concurrent Technologies Corporation Washington, DC USA Jean Archambeault Canada Institute for Scientific and Technological Information (CISTI)

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competitive technical intelligence cti an introductory workshop

Competitive Technical Intelligence (CTI)An Introductory Workshop

2004 FPTT Annual Meeting

June 16, 2004

Halifax, NS Canada

Brad Ashton

Concurrent Technologies Corporation

Washington, DC USA

Jean Archambeault

Canada Institute for Scientific and Technological Information (CISTI)

National Research Council Canada

topics
TOPICS
  • CTI Processes and Techniques
    • Module – 1 Technology Transfer & CTI
    • Module – 2 Introduction to CTI
    • Module – 3 CTI Applications & Benefits
    • Module – 4 How a CTI Project Works
    • Module – 5 A CTI Work Plan
  • CTI Tools – Patent Analysis
today monitoring new technology is vital for future r d investments
Today, monitoring new technology is vital for future R&D investments …
  • Situation: Company A holds patents on aerogel processing technology; outside inquiry prompts a desire to assess commercial licensing potential
  • TI Efforts: Company A conducts evaluation of patents, business - news - literature, press announcements, conferences and web searches
  • Results: General baseline data (players, commercial applications, links); a breakthrough “hit”--upcoming TI presentation (dielectric layering with xerogels) will discuss integrating TI & new IBM technology (Cu conductors)
  • Findings: Possible use of new aerogel-like material in microelectronics; active development; IBM has links with U Virginia & Rensselaer Polytechnic Institute on aerogel materials; Intel mentions Cu and aerogels;
  • Recent announcement: TI moves to introduce commerical chips with xerogel dielectric insulation in 1999; Allied Signal moves to acquire joint venture firm

Follow-up action: continuously monitor key sources for more advancements & potential partners …

every business needs good information to survive and succeed
Every business needs good information to survive and succeed
  • Information about the internal and external environments–
    • Internal: e.g. resources, plans, production, staff, processes
    • External: e.g. markets, players (competitors, suppliers, partners), technology, regulations, trends
  • Good information is accurate, timely and easy to use…and includes competitive intelligence
exploding information 2 consequences
Exploding Information: 2 Consequences

S&T and business information is increasingly prevalent & accessible worldwide, leading to…..

  • Information overload
    • Identifying useful information is time consuming
  • Search frustration
    • Finding specific S&T data can be VERY time consuming

“We are drowning in information but starved for knowledge.”

… John Naisbitt, author

technology transfer key decision issues and criteria
Technology Transfer – Key Decision Issues and Criteria
  • Objective of R&D
  • Justification for R&D
  • Who pays for R&D
  • Outputs of R&D
  • Benefits of R&D
  • Beneficiaries of R&D – Disruptive innovations
  • Market Applications– Key focus for CTI
  • Competition – Key focus for CTI
  • Economic Growth
  • Job Creation
oklahoma technology commercialization center
Oklahoma Technology Commercialization Center
  • Oklahoma Technology Center goal: assist state individuals, companies and organizations to attain their technology-related business development goals
  • Commercialization environment is competitive, uncertain, dynamic & risky
    • Critical success factors: flexibility, quickness, and information and a good game plan
    • Information must be focused, reliable and timely
    • Game plan provides a “roadmap, compass and survival kit”
  • Goldsmith Commercialization Model helps to address these needs - H. Randall Goldsmith, PhD
oklahoma tech center commercialization model
Oklahoma Tech Center Commercialization Model
  • The "Technology Commercialization Model" is:
    • A road map – to develop strategic plans and actions for commercializing advanced technologies
    • A framework – to develop progress measures, identify information and technical assistance needs, assess development costs, and forecast financing requirements
  • The model:
    • Does not provide the answers
    • It helps to pose the right questions .... like "how do I get there from here?"
  • Our goal: Understand how CTI can support and guide this model
technology signals

Product

Sales

Product

Announced

S

I

G

N

A

L

I

N

T

E

N

S

I

T

Y

Process

Development

Patents

  • R&D Alliances
  • Joint Ventures

Scientific

Papers

  • Discussions
  • Grey Literature

New Product Introduction Time Line

Technology Signals

Source: Adapted from Merrill Brenner, APC

competitive intelligence ci components
Competitive Intelligence (CI) Components
  • What are market drivers and trends?
  • What market segments are high value?
  • What new players can we anticipate?
  • What are future market needs?
  • Who are best-in-class competitors?
  • What are the business objectives, targets, & strategies of key players?
  • How do our performance, cost, & resources compare?

Market

Intelligence

Competitor /

Customer

Intelligence

Technical

Intelligence

(TI)

  • What is the state-of-the-art for important science areas or alternative technologies? What is the nature of current R&D activity? What potential breakthroughs can we anticipate?
  • What technology / capability are our competitors investing in? At what level? In what time frame?
  • What are opportunities for and threats to our technology / capability?
cti support for technology transfer landscape
CTI Support for Technology Transfer - Landscape
  • Surveillance / Monitoring / Tracking - Regular watching for events, trends or activities of interest
    • Marketplaces for changes or trends
    • Business or government environment
    • Technology development progress
    • Deal progress after start
  • Scouting - Finding technologies, applications or companies, anywhere in the world
  • Assessment – determine characteristics, performance or relative value
    • Technologies, products, processes
    • Companies
    • Markets
    • Business drivers (e.g. regulations)
cti support for technology transfer focused
CTI Support for Technology Transfer - Focused
  • Situation Due diligence - Checking to assure that technologies or companies are what is represented
    • Technology reviewing – are there better technologies? Who else is working on this?
    • Business case analysis – Can they hold up their part of the bargain
  • Company assistance - Assess competitive environment – can they make it given the competition?
  • Deal-making support - assisting in specific negotiations (Are positions or the market about to change?)
basic definitions

Information

Compile

Sort

Screen

Verify

Report

Intelligence

Organize

Interpret

So what?

Deliver

Basic Definitions

Information by itself is NOT intelligence; it is an essential input for intelligence; it must be analyzed to produce intelligence findings

  • To develop intelligence requires
  • experience
  • analytical skill
  • business insight

Intelligence is an essential input for plans, decisions & actions

Source: adapted from E Gilmont, formally of AD Little.

what is competitive technical intelligence cti
What is Competitive Technical Intelligence (CTI)?

CTI: actionable information about external S&T developments and trends that can affect an organization’s competitive position

-- I.e., “Analytical findings” about the competitive S&T environment; CI for S&T issues

Quick internet checks, requests for library keyword literature searches or traditional market research by themselves are NOT competitive intelligence,

… you may MISS something important,

… the results may NOT BE ACCURATE, or

… other sources may be MORE USEFUL

competitive intelligence defined
Competitive Intelligence Defined

CI “best practice” firms have a shared, widely understood definition of CI that recognizes …

  • CI is a special type of information; it is -
    • Focused –
      • About the external competitive environment
      • Addresses established consumer “intelligence needs” or questions
      • Current and timely
      • Accurate and defensible
    • Analytical – It has been processed, interpreted & validated
    • “Actionable” – It answers the question, “So What?”
    • Protected – confidentiality is key
  • CI is produced, not just collected
  • CI is gathered using legal and ethical methods
information or intelligence example
Information or Intelligence? - Example

Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.

  • “Information” report - to the product manager of Company B (phone call, verbal/ meeting, memo,):Company A is about to release a new automation product in 2 months. Early reports by industry experts is that will revolutionize the market. It could be a serious threat to us -- we need to call a meeting and decide how to respond to this problem!
information or intelligence example21
Information or Intelligence? - Example

Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.

  • “Intelligence” report - to the product manager (and others) of Company B (short 1 page “alert” message/ report): Observation: Company A is about to release a new product platform - possibly in 6 - 8 weeks(source: news report, contacts). Interpretation: Preliminary performance data (network contacts) indicate new product could disrupt current markets & draw existing customers away from B within 3 months of release. Recommendation: Respond! Call a meeting of R&D, engineering, marketing, etc to develop a game plan. Options to consider: a) retreat and launch R&D to leapfrog A’S product, b) beef up advertising and compete as long as we can before an exit, c) ..others

Intelligence strengths: custom-tailored report for multiple users, possible early warning, identify & verify sources, explicit interpretation, action recommendations

information collection always legal and ethical
Information Collection:Always Legal and Ethical

Misrepresent

ourselves

Technical intelligence

IS NOT SPYING !

Conduct

false job

interviews

WE WILL NOT...

Use

Illegal

methods

Exploit new

employees for

proprietary

information

Compromise

customer

proprietary

information

Misuse consultantsor agents

cti 3 basic objectives
CTI – 3 Basic Objectives
  • Provide awareness & early warning: Deliver regular updates & “heads up” alerts for upcoming external events or trends
    • Threats  Opportunities
  • Aid operating decisions and actions: Ensure users have needed day-to-day competitive information in clear, focused and timely way
    • New product development  Acquisition due diligence
    • Technology partnerships  R&D approaches
    • Commercial use planning  Investment portfolio management
  • Support strategy development & planning: Provide planners with current situation assessments and forecasts
    • Competitive initiatives  New market or customer strategies
slide25

CUSTOMER PROBLEMS & NEEDS

The CISTI Intelligence Cycle

CUSTOMER CTI

APPLICATION

1-Needs

Assessment

6-Presentation

& Delivery

Information &

Communication

System

2-KIT Development

OTHERUSERS

5-Production & Reporting

3-Collection& Processing

4-Analysis & Synthesis

ALERT REPORTING

process step 1 needs assessment
Process Step 1: Needs Assessment
  • Identify users and key information needs / questions
    • Who are the real customers (who pays the bill?) and other users
    • Design and conduct user needs interviews (Reference Interview)
    • Clarify, organize and prioritize intelligence need results. Choose technology areas
  • Address basic issues:
    • What information / intelligence is needed by customers to be successful? How will the intelligence be used?
    • What scope of coverage and level detail?
    • Is the need a snapshot or regular in timing
customer needs assessment format
Customer needs: Assessment format
  • The Basic Question, Topic (KIT, KIQ)
    • Content (focus, detail,…)
    • Format (deliverable, size, …)
    • Timing, Mid-course reports
  • Priorities
  • How will the answer be applied – in decisions?
  • Suggested sources and methods or special considerations
technology transfer information needs technology commercialization model
Technology Transfer Information Needs – Technology Commercialization Model

(source: adapted from the Oklahoma Commercialization Center)

process step 2 kit development
Process Step 2: KIT Development
  • Customer competitive information needs cannot be obtained directly (business sensitive, hard to dig out)
  • How can we convert stated needs into intelligence requirements (Key Intelligence Topics) that can meet the customer’s needs?
    • Get the problem right before trying to solve it
    • Need to know vs. nice to know
    • Link data and analysis with products
    • Build a work plan: Use project plan format
  • Obtain customer buy-in
    • Get user approval and sign-off
    • Develop interim reporting requirements
  • Objectives
  • User Needs
  • Products
  • Work Elements (tasks, timing)
  • Resources
  • Management Approach
kits and kiqs examples
KITS and KIQs: Examples
  • Stated customer need: “I need to know when Company A will launch its next generation product…… by tomorrow.”
  • Initial reaction: Gather information to estimate a date (day or week) – very difficult to be precise
  • Customer application: To develop our response (offensive or defensive). Need to know precise date of Company A action”?
  • Possible KIT: Warning signals of provide “heads up” of potential launch time-sequenced ahead of launch date.
  • Collection plan:
    • Identify product launch leading indicators
    • Collect indicator data for “indications”
process step 3 collection processing
Process Step 3: Collection & Processing
  • Implement the Collection Plan
    • Secondary, primary, and technical sources
    • Seek to verify key data
    • Pay attention to need for current or immediate reporting
  • Collection suggestions
    • Use multiple, independent sources
    • Interact with users and analysis activities as needed
    • Be alert to new sources
useful cti sources primary
Internal

Technical colleagues

Technical networks

R&D managers

Gatekeepers, creative individuals

Library

Legal / IP staff

Functional staff (marketing, strategic planning,etc)

External

Technical colleagues

Technical authors

Journal, newsletter editors

University professors

Association/ society staff

Consultants

Special interest groups

Investment analysts

Useful CTI Sources - Primary
  • Combination
    • Expert Panels, Advisory groups
    • Retired employees
useful cti sources secondary
Internal

Corporate documents

Previous TI reports

TI databases (literature, reports, etc)

Trip and contact reports

Email

Chatrooms

Market assessments

R&D plans

Proposals

External Distributed Literature

Technical journals

Patents

Reports, studies

News - press, newsletters

Gov’t studies, documents

Special information - employment ads

External Gray Literature

Company reports, brochures

Dissertations/ theses

Trade or product literature

White papers

Useful CTI Sources - Secondary
useful ti sources technical
Field visits

Site visits. tours

Personnel exchanges

Listening posts

Remote Sensing

Remote imagery

Still photography

Chemical emissions

Internet

Web sites

Chat rooms

Specialized databases

Technical associations

University programs

Government S&T agencies

National and state laboratories

Useful TI Sources - Technical
  • Reverse Engineering
    • Equipment
    • Business practices
information data processing
Information / Data Processing
  • Goal – To make search results more useful to clients
  • Approach – to “clean, organize, validate & display” search results
    • Clean – Eliminate non-useful items
      • Screen out extraneous material
      • Clarify murky or poorly displayed data
    • Organize – Prepare data for analysis and interpretation
      • Extract / highlight important information and key points
      • Reorder, group/ cluster, collate
      • Add technique-related interpretation notes
    • Validate – Check on the accuracy, comprehensiveness and timeliness of findings
    • Display – Tabulate, plot and highlight results
  • Prepare to deliver products in user-specified format
company technology profile comparison current levels trends
Company Technology Profile Comparison – Current Levels & Trends

RELATIVE TECHNOLOGY POSITION TECHNOLOGY TRENDS

Ahead Even Behind Gaining Holding Losing



process step 4 analysis synthesis
Process Step 4: Analysis & Synthesis
  • Analysis role – give context to the data and develops specific intelligence findings and recommendations for users
  • Key Analysis Activities – collate and organize basic data, check data validity, process inputs to develop findings, interpret results, and develop action recommendations
  • Value of Interpretation – identify causes for observations, making comparisons among different aspects of the issue at hand, forecasting events or trends, and assessing implications for follow-up actions
  • Approaches, tools and techniques – depends on source material, resources, and user needs
    • Few standard ways to perform analysis have been defined
    • A wide range of approaches and tools are available
models for intelligence analysis
Models for Intelligence Analysis ...
  • You must stand back & get a different perspective
  • The first few pieces are the hardest
  • Organize the pieces based on features (color, edges, shapes)
  • Linking separate pieces creates new knowledge
  • You don’t need all the pieces to see the image

PURPOSE: to create a picture -- like assembling a jigsaw puzzle...

example swot matrix for company a
EXAMPLE SWOT MATRIX: For Company A
  • STRENGTHS (S)
  • Best technology
  • Skilled workforce
  • WEAKNESSES (W)
  • No management depth
  • Spotty distribution service

INTERNAL FACTORS

EXTERNAL FACTORS

WO Implications

2-? Must satisfy growing

market segment to

remain competitive

SO Implications

1- ? Keep technology

current

2-? Might hire skilled

workers from B

  • OPPORTUNITIES (O)
  • Demographics favor high product consumption
  • Failing of competitor B

ST Implications

1-? Might have to share

technology to avoid

regulation impact

2-? Keep current

workforce satisfied

WT Implications

1-? Management may not

be able to thwart

regulation

2-? C may take market

share away

  • THREATS (T)
  • Possible new regulations
  • Growing of competitor C

Note: We are company D

process step 5 production reporting
Process Step 5: Production & Reporting
  • Select key messages
    • Highlight key findings
    • Determine action recommendations
  • Prepare CTI Products (what is to be delivered and details of delivery)
    • Regular or routine products
    • Specialized or special products
  • Review and “reality checking”
example cti products
Specialized

Comprehensive Assessments

In-depth analysis of a major S&T topic (e.g. competitor, technology, etc.)

Strategic Forecasts

Analytical projection of key trends or events (e.g., emerging market niche)

Situation analysis

Snapshot evaluation of external developments with potential + or - implications; e.g. new regulation or emerging technology

TI Design Element - 3

Example CTI Products
  • Regular
  • Current Alert message
    • “Heads up” message on current events having immediate & serious impacts that require action
  • Technical Newsletter
    • Periodic analytical summaries of current technical topics, e.g. an emerging technology
  • Trip or contact reports
    • Summary highlights of key findings, results from business or technical discussions
process step 6 presentation delivery
Process Step 6: Presentation & Delivery
  • Delivery mechanisms meet user needs and the message
    • Range from formal reports or presentations to electronic mail and one-on-one conversations
    • Tailor delivery to user preferences
  • User discussion and feedback
    • User feedback is crucial to assess intelligence value and discuss follow-up actions
    • Business sensitive information must be protected.
  • Identify follow-on support needs
    • Provide continuing intelligence as needed, integrate other inputs, check cross-cutting values for key intelligence
typical products delivery mechanisms

Briefings

  • Seminars
  • Intranet sites
  • E-Mail
  • Groupware

NEWS

  • Meetings
  • Retreats
  • Working Groups
  • Newsletters
  • Trip Reports
  • Contact Memo

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

  • Messages
  • Conversations
  • Reports
  • Action Plans
Typical Products & Delivery Mechanisms
the technical intelligence system a powerful r d management tool
The Technical Intelligence SystemA Powerful R&D Management Tool
  • Organizes the Flow of Critical S&T Information
    • Focuses information on customer’s priority needs
    • Presents critical information succinctly and analytically
    • Ensures that intelligence gets to key users in time
  • Enhances Customer’s Awareness and Preparedness
    • Provides external inputs -- identifies response options
    • Causes staff and management to face new issues
  • Improves Decisions and Plans Affected by External Forces
    • Minimizes likelihood of surprises
    • Makes decision makers more well-informed prone to take action
what cti is and is not
What CTI is and is NOT --
  • CI & CTI IS an organizational system that …
    • Basic purpose - to gain and protect competitive advantage,
    • Key is an integrated organizational system for disciplined data collection, analysis and delivery.
  • CI & CTI IS NOT an organizational system that is…
    • National security intelligence / espionage – has a different purpose - to gain & protect national security; it can emphasize illegal methods
    • Industrial Espionage – similar purpose (gain competitive advantage), emphasizes illegal methods
    • Market research, marketing … different purpose (selling), methods
      • MR - Identify, describe customers & preferences – e.g. for sales planning
      • MR - Influence market/ customer product demand – e.g. for advertising
      • CI market focus – identifying, defining markets and customer groups – e.g. an input to strategic market planning (strategy, investment, business development) and tactical sales operations (e.g. sales force support)
what is cti like
What is CTI like ?
  • Law enforcement – Detective work
  • Journalism – Investigative reporting
  • Scientific research – Creating new fundamental knowledge (theories, principles) about the world around us
  • What other examples can you think of ?? – games (doing puzzles)
cti 3 main types of industry applications
CTI - 3 Main Types of Industry Applications
  • S&T Environmental Surveillance (Awareness & Early Warning)
    • General awareness of S&T activities and trends
    • Monitoring/ tracking competitors or technical areas
    • Early warning of threats & opportunities
  • S&T Business & Technical Operations (Decisions & Actions)
    • Technology acquisition
    • R&D portfolio management
    • Technology commercialization or divestiture (transfer, transition)
  • Find & evaluate S&T collaborators
  • Effective production & operations
  • S&T Strategy Development & Strategic Planning (Goals, Directions)
    • Competitive positioning & strategy development
    • Strategic & technology program plans
benefits from cti industry examples
Benefits from CTI: Industry Examples
  • Identify opportunities for technology investment & commercialization(Dow Chemical, Chevron)
  • Monitor competitors to detect potential threats to market share or new product developments(BOC Group, Exxon/ Mobil)
  • Incorporate new technology advances into products and processes(Air Products & Chemicals, BP)
  • Help determine technical directions for new internal R&D programs(Energy efficiency R&D/ U.S. DOE)
  • Terminate or redirect unpromising R&D efforts(Battelle)

Bottom line benefits – establish R&D leadership, use the best technology, develop better S&T concepts, save time & costs...

slide53

CUSTOMER NEEDS

The CISTI Intelligence Cycle

CUSTOMER

APPLICATION

1-Needs

Assessment

6-Presentation

& Delivery

Information &

Communication

System

2-KIT Development

OTHERUSERS

5-Production & Reporting

3-Collection& Processing

4-Analysis & Synthesis

ALERT REPORTING

how customers work with cisti
How Customers work with CISTI
  • Client contacts CISTI with information service request
  • CISTI initiates possible CTI project –
    • 1-Needs assessment (CISTI-client Reference Interview)
    • 2-KITS (CISTI internal project planning)
    • 3-Collection & Processing (CISTI collects initial & final data)
    • 4-Analysis & Synthesis (CISTI supports client as needed)
    • 5-Production & Reporting (CISTI prepares deliverables)
    • 6-Presentation & Delivery
  • CISTI maintains records and can follow-up with later support
cti projects basic project building blocks
CTI Projects: Basic Project Building Blocks

OBJECTIVES & STRATEGY

TOOLS & METHODS

CUSTOMERS& USERS

SOURCES

A MANAGEMENT

SYSTEM

PRODUCTS

Technology

Alert

INFORMATION&

COMMUNICATION (I&C)SYSTEMS

ORGANIZATIONAL ISSUES

STAFF

the intelligence production process

Targeted Collection

In-depth Analysis

Information Services

The Intelligence Production Process

Multiple Open

Sources

Information Acquisition and

Analytical Findings

Intelligence

Products

  • Technology Assessments
  • Situation Analysis
  • Competitor/ Customer Profiles
  • Current Status Briefings
  • S&T Environmental Alerts
  • Newsletters / Databases
  • On-line Dissemination
  • News / Messages
  • Information Searches
  • Expert Networks
    • Internal (employees)
    • External (contacts)
  • Listening Posts
  • Universities
  • Government Sources
  • News Media
  • Published Information
  • Electronic Data Bases

Source: adapted from J Herring, formerly of The Futures Group.

key intelligence reporting format 1 page max
Key Intelligence Reporting Format – 1 page max
  • Identification:Topic, date, author contact
  • Observations: What are the facts, the data about the external situation observed?
  • Interpretation: What do these observation mean for us?
  • Recommended action: So what? What should we do?
  • Documentation: Data sources; judgement on source reliability & information quality; where to learn more

NOTE: include backup appendices separately

TI Report

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

This is a sample of a newsletter

for Brad Ashton’s presentation.

This really does not contain any news.

So if you are looking for some

detail here, you won’t find any.

what is a task or project
What is a Task or Project?
  • Task - An activity to produce an output that meets specific constraints through application of defined resources.
  • Key elements
    • Objective – To produce a specific output or outcome
    • Resources – Staff, information, funds, facilities, tools
    • Constraints – Limits on what can be applied
      • Content
      • Schedule
      • Budget
  • Duration – Fixed with defined beginning and end
  • Project – An organized and coordinated set of tasks
cti planning format project work plan
CTI Planning Format – Project Work Plan
  • Objectives - User Needs & Problem Statement
  • Deliverables - Intelligence Products
  • Work Elements
    • Task Activities
      • Collection Plan
      • Analysis Plan
    • Schedule and Milestones
  • Resources
    • Funding (& work breakdown structure)
    • Staff (& task assignment structure)
    • Special services (e.g. outsource collection)
  • Management Approach – organize, direct, conrol
  • Delivery & Applications
  • Evaluation
customer need application of results
Customer Need: Application of Results

Recall three major CTI roles

    • Early warning – anticipate emerging events of interest
    • Operational decisions and action support – develop timely inputs
    • Strategy development and business planning – situation assessments with strategic shifts and S&T trends
  • USE DIRECTLY NOW - as the basis for specific actions (such as input to decisions)
  • STORE AS ORGANIZATIONAL KNOWLEDGE - for possible later use in plans, actions
developing the cti work plan
Developing the CTI Work Plan
  • Plan: Develop the Collection, Analysis, Delivery Work Plan
    • Objectives - Questions or topics covered
      • Sources - Specific sources and collection approach
      • Methods - analysis approaches
      • Deliverables - what products will be produced and delivered
    • Tasks, Resources, Milestones, schedule
  • “Close the deal” - customer buys-off on the plan

A partial answer to the RIGHT question is better than

a great answer to the WRONG question !

selecting ti sources what to consider
Selecting TI Sources - What to Consider
  • Sources come in many shapes, sizes and colors ...
  • Content
  • Proximity: direct, indirect
  • Effectiveness - Content relevance, focus, uniqueness
  • Timeliness - Can we get the answers in time?
  • Historical reliability - Does source have a good track record?
  • Ease of access - Can we reach the source easily?
  • Cost - Acquisition and process cost
  • Compromises risk - What do we have to give up?
  • Collection portfolio needs - Do we need multiple sources?
  • Character: personal, impersonal
  • Location: internal, external
plans are worthless planning is priceless dwight eisenhower former us president
“Plans are worthless, planning is priceless.” … Dwight Eisenhower Former US President
from idea to success
FROM IDEA TO SUCCESS

Business opportunity

Commercial success

Technical opportunity

« An IDEA »

« An

APPLICATION »

« An

OPPORTUNITY »

« A PRODUCT

SERVICE»

PROOF OF

CONCEPT

CONCEPT

DEVELOPMENT

OPPORTUNITY

ASSESSMENT

DEVELOPMENT

PHASE

PRE

PRODUCTION

PRODUCTION

COMMERCIALIZATION

  • Published results
  • Patents
  • Conferences
  • Preliminary data
  • Scale up parameters
  • Pre feasibility
  • Technico economic study
  • Cost/ Benefits
  • Risk analysis
  • Project realization
  • Commercialization parameters
  • Pilot scale & pro-
  • duction parameters
  • Accurate technico economic data
  • Commercial operation
  • Service deployment

CISTI

  • Literature review
  • Patent search
  • Conferences
  • Industry scan
  • Competing technologies
  • Firms involved
  • Key players
  • Competitor profiles
  • CTI on markets, consumer trends,…
  • CTI focused on competition, marketing strategies…
  • Standards
  • Regulation
  • Specifications
  • Industry protocols
  • On going information monitoring on key issues

Source: JP Plante, CISTI

conclusion
Conclusion

“Great leadership isn’t about solving problems after the fact, but foreseeing potential problems and eliminating them before they occur.”

- James A. Belasco

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