Comments on: Benchmarking Study - Achieving Competitive Intelligence Power

by: Don McDowell

Fri, 20 Jun 2008 05:43:32 +0000

Sorry, but I consider Eric’s post (June 12) to be naive. Intelligence always was and remains a tool to support decision making ultimately right at the top. If the route there is in any way inhibted by interim executives with their own responsibilities and, thus, preferences then those at the topc don’t always get the intelligence product in its original form.

No, I am not a purist; merely a long-term practitioner who has seen all too often decision-makers being mislead or misinformed by the mid-level functionaries who - for their own (often right and proper) reason - put a spin on the intelligence picture.

The best and most consistent success I have had (or been instrumental in fostering) has been when the intelligence support group has direct access to the top via, say, a deputy CEO or somesuch position … not through an individual division head.

None of this diminishes the support capabilities of the intelligence group to help the entire organization; rather it avoids vested interest coming into play as the product climbs the organizational ladder.

by: Eric

Thu, 12 Jun 2008 19:42:04 +0000

I respectfully disagree with the previous post. Even if a CI function is positioned within the marketing group it can still gain a high degree of visibility. It all depends on the groups ability to reach out across functions and provide value-added CI to non-commercial teams (i.e. R&D, Legal, Mfg., Finance) within the organization. This enables the CI group to have a company-wide network and ultimately gain exposure in front of senior managament where you are able to communicate strategic implications/recommendations based upon competitive analysis–our time to shine!!

Just one CI pratitioner’s thoughts…………

by: Chris

Thu, 05 Apr 2007 23:24:08 +0000

Competitive intelligence methodology can provide great dividends if the initiative receives proper sponsorship. In my experience, the key determinant of a successful CI program is the status of the department head. If the program has executive sponsorship and a strategic direction, the company benefits. But, too many CI people are under the direction of the Marketing department and often tucked away with some brand of market research. They become order takers.

In one of my recent posts, I describe the importance of providing the CI initiatives with strategic support and guidance. (http://primaryintelligence.blogspot.com/2007/03/be-consultant-not-waitress.html)

I would enjoy a comment on the insights. If I have it all backwards, I’d be interested in hearing why.

Thanks for the post. Keep up the good work.