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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 l.jpg

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 l.jpg

  • 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 l.jpg
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 l.jpg
Every business needs good information to survive and succeed investments …

  • 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 l.jpg
Exploding Information: investments … 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 l.jpg
Technology Transfer – Key Decision Issues and Criteria one wants to see.”

  • 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 l.jpg
Oklahoma Technology Commercialization Center one wants to see.”

  • 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 l.jpg
Oklahoma Tech Center Commercialization Model one wants to see.”

  • 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 commercialization model source adapted from the oklahoma commercialization center l.jpg
Technology Commercialization Model one wants to see.”(source: adapted from the Oklahoma Commercialization Center)

Technology signals l.jpg

Product one wants to see.”






















  • R&D Alliances

  • Joint Ventures



  • Discussions

  • Grey Literature

New Product Introduction Time Line

Technology Signals

Source: Adapted from Merrill Brenner, APC

Competitive intelligence ci components l.jpg
Competitive Intelligence (CI) Components one wants to see.”

  • 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?



Competitor /






  • 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 l.jpg
CTI Support for Technology Transfer - one wants to see.”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 l.jpg
CTI Support for Technology Transfer - one wants to see.”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 l.jpg

Information one wants to see.”









So what?


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 l.jpg
What is Competitive Technical Intelligence (CTI)? one wants to see.”

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 l.jpg
Competitive Intelligence Defined one wants to see.”

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 l.jpg
Information or Intelligence? - Example one wants to see.”

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 l.jpg
Information or Intelligence? - Example one wants to see.”

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 l.jpg
Information Collection: one wants to see.”Always Legal and Ethical



Technical intelligence



false job






Exploit new

employees for







Misuse consultantsor agents

Cti 3 basic objectives l.jpg
CTI – 3 Basic Objectives one wants to see.”

  • 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 l.jpg

CUSTOMER one wants to see.”PROBLEMS & NEEDS

The CISTI Intelligence Cycle






& Delivery

Information &



2-KIT Development


5-Production & Reporting

3-Collection& Processing

4-Analysis & Synthesis


Process step 1 needs assessment l.jpg
Process Step 1: one wants to see.” 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 l.jpg
Customer needs: one wants to see.”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 l.jpg
Technology Transfer Information Needs – one wants to see.”Technology Commercialization Model

(source: adapted from the Oklahoma Commercialization Center)

Process step 2 kit development l.jpg
Process Step 2: one wants to see.” 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 l.jpg
KITS and KIQs: Examples one wants to see.”

  • 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 l.jpg
Process Step 3: one wants to see.” 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

Types of information sources l.jpg
Types of Information Sources one wants to see.”

Useful cti sources primary l.jpg

Internal one wants to see.”

Technical colleagues

Technical networks

R&D managers

Gatekeepers, creative individuals


Legal / IP staff

Functional staff (marketing, strategic planning,etc)


Technical colleagues

Technical authors

Journal, newsletter editors

University professors

Association/ society staff


Special interest groups

Investment analysts

Useful CTI Sources - Primary

  • Combination

    • Expert Panels, Advisory groups

    • Retired employees

Useful cti sources secondary l.jpg

Internal one wants to see.”

Corporate documents

Previous TI reports

TI databases (literature, reports, etc)

Trip and contact reports



Market assessments

R&D plans


External Distributed Literature

Technical journals


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 l.jpg

Field visits one wants to see.”

Site visits. tours

Personnel exchanges

Listening posts

Remote Sensing

Remote imagery

Still photography

Chemical emissions


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 l.jpg
Information / Data Processing one wants to see.”

  • 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 l.jpg
Company Technology Profile Comparison – one wants to see.”Current Levels & Trends


Ahead Even Behind Gaining Holding Losing


Process step 4 analysis synthesis l.jpg
Process Step 4: one wants to see.” 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 l.jpg
Models for Intelligence Analysis ... one wants to see.”

  • 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 l.jpg
EXAMPLE SWOT MATRIX: For Company A one wants to see.”


  • Best technology

  • Skilled workforce


  • No management depth

  • Spotty distribution service



WO Implications

2-? Must satisfy growing

market segment to

remain competitive

SO Implications

1- ? Keep technology


2-? Might hire skilled

workers from B


  • 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


2-? C may take market

share away


  • Possible new regulations

  • Growing of competitor C

Note: We are company D

Process step 5 production reporting l.jpg
Process Step 5: one wants to see.”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 l.jpg

Specialized one wants to see.”

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 l.jpg
Process Step 6: one wants to see.”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 l.jpg

  • Intranet sites

  • E-Mail

  • Groupware


  • 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 l.jpg
The Technical Intelligence System one wants to see.”A 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 l.jpg
What CTI is and is NOT -- one wants to see.”

  • 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 l.jpg
What is CTI like ? one wants to see.”

  • 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 l.jpg
CTI - 3 Main Types of Industry Applications one wants to see.”

  • 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 l.jpg
Benefits from CTI: Industry Examples one wants to see.”

  • 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 l.jpg

CUSTOMER NEEDS one wants to see.”

The CISTI Intelligence Cycle






& Delivery

Information &



2-KIT Development


5-Production & Reporting

3-Collection& Processing

4-Analysis & Synthesis


How customers work with cisti l.jpg
How Customers work with CISTI one wants to see.”

  • 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 l.jpg
CTI Projects: Basic Project Building Blocks one wants to see.”














The intelligence production process l.jpg

Targeted Collection one wants to see.”

In-depth Analysis

Information Services

The Intelligence Production Process

Multiple Open


Information Acquisition and

Analytical Findings



  • 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 l.jpg
Key Intelligence Reporting Format – 1 page max one wants to see.”

  • 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.

Module 5 cti work planning l.jpg

MODULE 5: CTI Work Planning one wants to see.”

What is a task or project l.jpg
What is a Task or Project? one wants to see.”

  • 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 l.jpg
CTI Planning Format – Project Work Plan one wants to see.”

  • 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 l.jpg
Customer Need: one wants to see.”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 l.jpg
    Developing the CTI Work Plan one wants to see.”

    • 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 l.jpg
    Selecting TI Sources - What to Consider one wants to see.”

    • 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 l.jpg
    “Plans are worthless, planning is priceless.” one wants to see.” … Dwight Eisenhower Former US President

    From idea to success l.jpg
    FROM IDEA TO SUCCESS one wants to see.”

    Business opportunity

    Commercial success

    Technical opportunity

    « An IDEA »

    « An


    « An
















    • 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


    • 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 l.jpg
    Conclusion one wants to see.”

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

    - James A. Belasco