• June 20, 2013
Organizational Levels of Intelligence Analysis

Intelligence analysis takes place at multiple levels within an organization. The three most common are strategic, tactical, and operational. These match the decision location and decision-maker components. Strategic Intelligence Analysis…

  • June 20, 2013
Competitive Intelligence Customers

The first questions any analyst must answer are “Who are my analysis customers?” and “What are their critical needs?” These can sometimes be difficult to answer, especially if the customers…

  • June 20, 2013
Competitive Analysis Importance

competitive intelligence-driven organizations and members of the analytical community face many fresh challenges. Success will be determined, at least in part, by how well these individuals and functions manage their…

  • June 20, 2013
organizational transformation Analysis

Excellent analysis is the key to successful insights and/or intelligence and can provide high-value strategic decision support capability in contemporary enterprises. Intelligence about customers, competitors, potential partners, suppliers, and other…

  • June 19, 2013
Knowledge Funnel Navigation

Discovering mysteries  starts  within universities, government-funded labs, and other not-for-profit entities. Research professors spend their entire careers staring into the mysteries of their particular field. Most of their work is…

  • June 19, 2013
Making Room for Validity

Both reliability and validity are important for an organization. Without validity, an organization has little chance of moving knowledge across the funnel. Without reliability, an organization will struggle to exploit…

  • June 19, 2013
The Time Pressures

A reliable system can generate tremendous time savings; once designed, it eliminates the need for subjective and thoughtful analysis by an expensive and time-pressed manager or professional. Hence the appeal…

  • June 19, 2013
The impact of the Past

In corporations, to prove something means to look at the past and apply one of two forms of logic—inductive or deductive—to produce a declaration that something is or is not…

  • June 19, 2013
Reliability Rules Always

Bigger, more complex companies demand new tools to run and manage them. Indeed, improved technology and statistical-control tools have given rise to new management approaches that make even mega-institutions viable.…

  • June 19, 2013
Advancing Knowledge Is Difficult

Stephen Scherer, from Toronto’s world-renowned Hospital for Sick Children. Dr. Scherer, it turns out, is one of world’s leading researchers into autism, or to be more precise, into autism spectrum…

  • June 19, 2013
A Different You

But what if you are not a CEO? Worse, what if the CEO you work for doesn’t have the first clue about the importance of design thinking and the need…

  • June 19, 2013
A New Style Leader

Without committed leadership, no business can realize the structural, process, and cultural adjustments needed to become a design-thinking organization. Given the enticing short-term financial rewards of reliability, most organizations will…

  • June 19, 2013
Selecting the Option

The business that remains at one stage in the knowledge funnel fails to capitalize on the option created when knowledge is advanced quickly through the funnel. It misses the opportunity…

  • June 19, 2013
exploration and exploitation

Organization that creates value across the knowledge funnel—requires two very different activities: moving across the knowledge stages of the funnel from mystery to heuristic and heuristic to algorithm and operating…

  • June 19, 2013
About Value Creation in Business

The McDonald’s story illustrates important elements of the dynamics of the march of knowledge from mystery to heuristic to algorithm: the paring away of information and the simplification of the…

  • June 19, 2013
Initial Question

Over the course of time, phenomena enter our collective consciousness as mysteries—things in our environment that excite our curiosity but elude our understanding. The mystery of what we now know…

  • June 19, 2013
Reconciliation Matters

The model for value creation requires a balance—or more accurately a reconciliation—between two prevailing points of view on business today. One school of thought, put forward by some of the…