How to Build and Grow Your CI Group: A Best Practices Approach John McGonagle – The Helicon Group September 14, 2018 Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group Approach Identify sources of Best Practice models Understand How yourown CI processes work Compare your firm with Best Practice models in Key Areas Copyright 2018 The Helicon Group

Sources of Proven World Class CI Practices APQC/SCIP Best Practices Studies 1997-2003 SCIP Team Excellence Award (TEA) Tested -- 2000-2001 Baldridge Award Program (annual) Criteria Copyright 2018 The Helicon Group

Using This in YOUR Program APQC provides a picture of the development process Help in developing your own plan Avoid mistakes and pitfalls SCIP TEA application and Baldrige Criteria are pictures of finished products Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group How To Look At This Adapt, not adopt Always keep in mind age industry differentiations types of CI being provided Copyright 2018 The Helicon Group

Best Practice: Development Paths & Patterns Typically moves through 4 rounds Pre-start-up Start-up Established World-class Copyright 2018 The Helicon Group

Development Paths & Patterns Each is an upgrade and refinement of the previous one To get to next one requires an affirmative promotional plan Experience shows – you must continue to develop! There is no stopping! Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Staff Knowledge- able in CI Expand CI, industry, and company knowledge Undertakes training of internal customers; experienced staff helps stability Benchmarks against best practices Structure Preliminary administrative structure Gradual expansion in numbers; deal with succession issues Elect centralized or decentralized model Some customers may assert ownership Relationship with other research units None Informal contacts Formalized coordination process; contact at staff level Integration of strategic & tactical intelligence Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Networks None Few key members; some weak ties (links). Develop ties to marketing Some key members; many links. Develop ties to sales Substantial number of key members; hundreds of links Financial Temporarily from other budget(s) In budgeting process Separate budget Stable budget Development Prepare initial plan – with marketing focus Internal marketing via “road shows” – missionary work; constantly identify company’s key goals (and changes) Use training to expand awareness; provide products to non-customers Embedded CI culture; customers become very sophisticated, calling for managing expectations Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Ethics Establish basic standards – usually SCIP’s CI staff develops more focused standards Standards reflect close working relationship with legal Training on ethics includes customers as well as staff Training (staff) Ethics and communication Basics of CI, including data collection Analysis & general management issues Advanced techniques, e.g., simulations & modeling Training (non-staff) Basics of CI for customers Ethical limits & basic analysis for customers and potential customers Ongoing awareness training for all employees Education on defensive issues for all employees Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Champion(s) Driving force for creation Helps to get foot in the door Becomes a real customer Becomes a partner Customers Limited to champion(s) Gradually expand base; locate close to best customer(s) Affirmative expansion efforts; increase frequency of contacts Direct access to decision-makers; customers required to have CI input to act Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Focus on customer needs Stick-fetching - passive Prioritization and analysis – mixture of passive and proactive Direct role on key teams – heavily proactive Targets Identify targets of opportunity Ad hoc requests dominate; establish process to prioritize focus Formalized evaluation process Right to “say no” Products Limited number of outputs, typically including newsletter Expanded number and quality of outputs Established product line; include implications, insights, recommendations Constant pruning & upgrading of product line Copyright 2018 The Helicon Group

Copyright 2018 The Helicon Group   Prestart-up Start-up Established World Class Effect of output Knows what Knows how information flows Knows why; high impact on strategic and tactical decisions – CI drives decisions Feedback None Informal Regular feedback from key customers during projects Regular face-to-face feedback from all customers Copyright 2018 The Helicon Group

Success Requires Constancy “I've paid my dues, time after time. I've done my sentence but committed no crime. And bad mistakes I've made a few I've had my share of sand kicked in my face. But I've come through. “We are the champions, my friends. And we'll keep on fighting till the end. We are the champions, We are the champions, No time for losers, cause we are the champions of the world” We Are The Champions Copyright 2018 The Helicon Group