Moving from a Domestic to a Global Competitive Intelligence Perspective: Learning from WorldClass Be

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Moving from a Domestic to a Global Competitive
Intelligence Perspective Learning from
World-Class Benchmark Firms
Competitive Intelligence and Global
Business Edited by David L. Blenkhorn and Craig
S. Fleisher
Chapter 4

• Presentation by
• Amber Mayhue, Seema Bhattiprolu, Stefanie Van
  Kempen, Jessica Krantz

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Theme

• Even the most successful domestic CI programs
  will require modifications when transcending the
  parent companys borders.
• The areas of focus during expansion are discussed.

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MacDonald Blenkhorns Objectives

• Factors leading to Global CI Complexity
• Lessons learned from World-Class Benchmark Firms
• Overcoming International Obstacles
• Transforming from Domestic to Global CI

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Global CI Complexity Variables

• Macro-Economic
• Regulatory
• Political
• Language Linguistic Context Interpretation
• Consumer Preference
• Consumer Wealth
• Business Ethics
• Employee Loyalty
• Internal Company Culture

• Physical Infrastructure
• Communication Infrastructure
• Technology
• Intensity of Competition
• Raw Human Resource
• Inter-Cultural and Inter-Country Regional
  Histories
• Norms of Cultural Interaction

Blenkhorn, et al. Competitive Intelligence
Global Business. Ch 4 Moving from a Domestic
to a Global Competitive Intelligence Perspective
Learning from World-Class Benchmark Firms.
Praeger Publishers (2005). Pg 5.
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Political Economic
Sociocultural Technological
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Learning from Worldclass Benchmark Firms

• American Productivity and Quality Center has
  performed various benchmarking studies.
• Studies have helped to observe the complexities
  of an international versus a domestic CI program.
• A 7-step research framework was developed from
  the studies.

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7-Step Research Framework

• Evolving CI Infrastructure
• Essential components of effective CI
• Experienced personnel
• Staged development
• Dispersed CI champions
• Entrenched CI cultures
• Decentralized Coordinated Networks
• Critical to ensuring that local information is
  picked up close to the source and acted upon
  quickly.
• Must coordinate local and central networks in
  order to collect information.

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• Responsive IT System
• Certain standards of communication must be
  developed and employed by all who use the
  systems.
• System must be able to meet the varying
  information requirements in different countries.
• Linkages
• Must link the strategic planning process with the
  tactical components within the organization.
• Create a circular feedback loop focusing on
  continual improvement between the two.

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• Customer-Feedback-Implementation Linkage
• International companies must be more sensitive to
  operators requirements than domestic companies.
• Hypothesis-Driven Recommendations
• Companies have been able to gather greater
  meaning from recommendations resulting from the
  hypothesis-testing.
• Institutionalizing Intelligence Cultures
• Employees must understand their CI role.
• And employees must know how to share CI
  information within the firm.

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Overcoming International Obstacles

• Making the leap from a DCI program to a
  successful ICI program
• A key objective of CI is to provide actionable
  intelligence that enables management to make
  better strategic decisions (strategy).
• Global dimension affects many key decisions and
  therefore CI input must reach an international
  level.
• Key inputs into strategic decisions are multiple
  influencing factors.

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Management Preferences
Environment
Organization
Resources
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Figure 4.2 Developing an International CI Program
Cultural Nuances Impact Every Step of an
International CI Program
Focus
Implement
Institutionalize
Change
Hone
Blenkhorn, et al. Competitive Intelligence
Global Business. Ch 4 Moving from a Domestic
to a Global Competitive Intelligence Perspective
Learning from World-Class Benchmark Firms.
Praeger Publishers (2005). Pg 53.
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Step 1 Focus the CI Knowledge Management Efforts

• End Results of an ICI plan
• Market knowledge
• Enterprise wide cross-functionality
• Product Quality
• Risk identification and minimization
• Comprehensive strategic plans- Local and Global
• Opportunity identification
• International competition
• Process improvement

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Step 1 contd..

• Define requirements
• GAP analysis
• Involve senior management
• Cultural nuances
• Operating ethics
• Plan sequential stages

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Step 2 Implement CI Knowledge Creation

• Regionalize
• Train employees
• Fulfill local intelligence needs
• Challenge all information
• Utilize local employees/resources
• Standardize practices

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Step 3 Institutionalize

• Demonstrate capabilities
• Market CI
• Develop CI initiatives
• Involve business partners
• Establish links to international CI requirements

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Step 4 Change

• Balance DCI and ICI requirements
• International CI program integration

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Step 5 Hone

• Evaluate the focus
• Modify program/focus to suite needs

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How to Make it Work

• Expert Knowledge Analysis
• Foreign market
• Business environment
• Plans of Execution
• Well Defined
• Detailed
• Fluid Communication
• Human Corporate Knowledge
• Without physical boundaries

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Bottom Line..

• Think Globally, Act Locally.

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