The secret to anticipating disruptions
We just released a white paper on The Art of Anticipating Disruptions (click through to the white paper section of our website). What is remarkable is how such a wide variety of headline-catching companies have managed to learn about and successfully plan for these disruptions.
We based this white paper on an examination of over 100 companies. Sixteen companies made the “cut.” That is, 16 companies seemed to have built an intelligence mechanism that allowed them to see just far enough around their strategic corner. Among the leaders cited in the paper are Wyeth (Pfizer), Intel, Cisco, Shell and Corning.
From those interviews, we identified five key success indicators that describe how the best-in-class companies anticipate disruptions. They are:
• Credibility – Intelligence activities have the explicit support of senior management.
• Investment – Most intelligence programs have full-time staffs and dedicated budgets.
• Communication – Early warnings are effectively communicated to key stakeholders.
• Training – Business managers can factor early warnings into their strategic planning.
• Action – Senior executives are prepared to respond to disruptive events.
I invite you download “The Art of Anticipating Disruptions” white paper; then I would ask each and every one of you to let me know if you feel your company or another not mentioned in the white paper are models we should also consider – and why!
Enjoy the read!
2 Responses to 'The secret to anticipating disruptions'
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could tell me how to download the white paper?
thank you !
Your paper is loaded with valuable insights. Among them is the truth that the most effective players in and beneficiaries of competitive and disruptive intelligence employ a rigorous empirical outlook. The evidence based philosophy underlying the operations highlighted is the key to understanding the art of CI. On this point, a few thoughts….
Your use of the term: art is true to the strictest definition of the term. In the sense that the art of CI is the means and the end. The alpha and omega. It is for this reason that I recommend to my clients that the CI team be embedded not just at the C level, but more specifically in the marketing department, in order to enhance, preserve, protect and support the creativity of R&D and also to benefit from a what is 9 times out of 10 a larger budget, this strategy most often produces greater ROI, in terms of real dollars and intangibles.
Companies are well advised to spare no expense in designing, planning, staffing, implementing and operating the best CI system possible, especially when a breakdown of Intelligence, often a result from confusing it from bit, can ultimately destroy the reputation of a firm which may have taken more than 20 years to build, in a mere 5 minutes. Sony’s cadium scenario may well have been avoided with the kind of intelligence that is produced by a highly sensitive intelligence matrix.
Reading this paper was time well spent. I’m looking forward to the next one.
Best etc,
Philip A Dursey
“Get your facts first, and then you can distort them as much as you please” - Twain