Transform CI Framework into Questionnaire – obtain Mandates A step-by-step approach to evaluate the status quo, compare to best practice and convince executives.

Transform CI Framework into Questionnaire – obtain Mandates A step-by-step approach to evaluate the status quo, compare to best practice and convince executives to fill the gaps. Jens Thieme, Markintell.com SCIP European Summit, Amsterdam Nov 4, 2009

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Arrange for top-down change that sticks! Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Pro-active Issues Management Structured evaluation of status quo Prepare Initiative Unavoidable exposure to necessary improvements

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. How to tell THEM that your CI SUCKS? What’s Needed If there is no pain, there is no need for change Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Structured evaluation of status quo Pro-active Issues Management

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Visualize something painful! Did your company miss something important? How would foresight have prepared you better? Gathering Facts Pre- Requisites No finger-pointing! Create enthusiasm for improvement

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Promote internal best practice example Did your company miss something important? How would foresight have prepared you better? Gathering Facts Pre- Requisites Strengthen & re-activate existing capacities Was there any success owed to CI excellence? Do some CI activities already produce results?

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Introduce external CI success example Did your company miss something important? How would foresight have prepared you better? Gathering Facts Pre- Requisites Make your management jealous of other’s success Was there any success owed to CI excellence? Do some CI activities already produce results? Is there a CI leader in your industry? Has a competitor predicted the future better?

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Make a famous executive CI ambassador Did your company miss something important? How would foresight have prepared you better? Gathering Facts Pre- Requisites Use the executive’s weight to promote CI improvements Was there any success owed to CI excellence? Do some CI activities already produce results? Is there a CI leader in your industry? Has a competitor predicted the future better? Which executive owns CI tasks already? Will (s)he appreciate/need more support?

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Develop clout – clear mandate for change Did your company miss something important? How would foresight have prepared you better? Gathering Facts Pre- Requisites Get rolling! Blow the horn: “Improvements are to come” Was there any success owed to CI excellence? Do some CI activities already produce results? Is there a CI leader in your industry? Has a competitor predicted the future better? Which executive owns CI tasks already? Will (s)he appreciate/need more support? Which major strategic goals need CI support? Which executive or program will sponsor?

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Reality check: the CI pulse on the ground Status Quo Guide your organization insight: “We need change!” Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Structured evaluation of status quo Pro-active Issues Management

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Integrating the MI organization and the external Partner to support the key decision-making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non- structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad-hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized e-mail alerts, commentary and scheduled analysis. Custom analysis and workshops integrated with the key decisions. Personalized e-mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/internal content production and e-mail alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. E-mails for communication. Use of basic corporate intranet for centrally posting MI deliverables. E-mails for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future-orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensively. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters”) Level Turn into questionnaire Survey all CI users how they experience the CI function. Group Work 1

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Processes "How do our processes work?" Ad-hoc process. Reactive, “putting out fires”. Uncoordinated information purchases. Needs analysis are made. Information collection from secondary external sources. Little or no analysis though. Secondary information is complemented with some primary collection of info. Basic thorough analysis is done with limited scope. Complete market monitoring and advanced analysis processes. Intelligence drives structured discussions and decision processes. Intelligence is integrated with the key business processes and all key decisions. Scenarios, early warnings, risk assessments are being done.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Organization "How are resources established and utilized?" No dedicated human resources. Intelligence related activities in a non-structured way. No intelligence training. 1 FTE for intelligence. Increasing intelligence coordination within the company. Loose relationships with external info providers. Some basics are being trained. Dedicated person(s) to manage intelligence. Information collection and basic analysis activities coordination. Internal intelligence training covering techniques and tools. Established intelligence network with dedicated intelligence resources. Non-core intelligence activities outsourced. Access to localized primary info is available. Comprehensive intelligence training. Integrating internal intelligence resources with external partner network to support key decision-making processes. Intelligence steering group in place. Intelligence training is part of the career path for intelligence professionals and mandatory element of marketing training programs.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Scope "How do we focus and prioritize?" No focus detectible. Ad-hoc needs drive the scope. Limited scope aiming for some quick wins. Often focus on just competitors or customers. General, wider scope. Trying to cover the current business environment comprehensively. In-depth scope. Going deeper into the specific topics and issues within the BU’s and functions. Future-orientation with focus also outside the current micro business environment.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Culture “How is intelligence being perceived and lived?” No understanding of the role and benefits of systematic and continuous intelligence. Some awareness of intelligence activities and needs, but overall culture still neutral to intelligence. Intelligence awareness is medium to high and the importance is a shared view. Information sharing is encouraged in the culture. Participation of people to intelligence production is increasing. Top management supports intelligence initiatives and routines and engages personally. Culture is supporting intelligence functions in a comprehensive way. Executives sing the “intelligence gospel”.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Tools "Which tools are being utilized?" E-mails for communication and shared folders on server for archiving. E-mails for communication. Use of basic corporate intranet for centrally posting intelligence deliverables. Static web-based intelligence solution or Intranet area with structured access to relevant publicly available information such as news, reports and profiles. Web-based intelligence Portal with fully integrated external/internal content production, news clippings with commentary and e-mail alerts to end-users. Sophisticated web-based intelligence Portal and other databases/tools with intelligence process support and widely used collaboration features by the end users. Data integration with own transaction and planning figures.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Survey question for CI Deliverables "Which intelligence products are being produced and shared?" Ad-hoc deliverables quickly put together from scratch. Newsletters and ad-hoc deliverables. Newsletters, structured, standardized reports, and profiles. Personalized e-mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Personalized e-mail alerts, commentary and scheduled analysis. Custom analysis and workshops integrated with the key decisions. Forward looking strategic projections.

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Integrating the MI organization and the external Partner to support the key decision- making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non-structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad-hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized e-mail alerts, commentary and scheduled analysis. Custom analysis and workshops integrated with the key decisions. Personalized e-mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/internal content production and e-mail alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. E-mails for communication. Use of basic corporate intranet for centrally posting MI deliverables. E-mails for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future-orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensively. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters”) Level Plotting survey responses into CI evolution matrix 18%34%38%3%7% 52%31%7%4%6% 4%43%40%10%3% 34%28%26%7%6% 3%57%32%5%1% 37%48%8%3%4%

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Learning from the best: copy/paste/adjust Best Practice Establishing the measuring stick for change Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Structured evaluation of status quo Pro-active Issues Management

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Ideas to gather best practice You need big ears, a passion for people and learning, a little budget Internal: There are good examples in any organization! Make friends with CI enthusiasts, make them jokers. Conferences: SCIP and similar associations are a melting pot of top notch CI expertise: connect & learn. Academic literature: SCIP (conference booth, web site. CI Magazine, CI Foundation). GIA White Papers. Internship: Try to use existing ties to a CI leader organization, meet their CI folks. Examples: IBM, Cisco Systems, DSM, Dunkin Brands... Stop when you find more than 50% repetition Gathering Facts Best Practice Gathering Status Quo Evaluation

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Best practice resources suggestions Associations, organizations SCIP (regional chapters, country affiliates) Specialized associations with CI offering (e.g. ECMSA – European Chemicals Marketing and Sales Association) GIA (Global Intelligence Alliance) = network of independent CI consultants and service providers –Free White Paper series at www.globalintelligence.comwww.globalintelligence.com Free online sources www.scip.org (book store, literature suggestions)www.scip.org http://www.dobney.com/market_intelligence.htm www.markintell.com

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Learning from the best: copy/paste/adjust Gap Analysis Desired improvements: Make it “THEIR” decision! Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Structured evaluation of status quo Pro-active Issues Management

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Characteristics of a successful CI Function Process Intelligence requirements should be driven by established processes such as business planning, project framework, etc. Operational processes need to support and protect CI. Organization Skilled professionals are required to satisfy intelligence needs and grow with changing demand. Sponsorship, steering and leadership control should strengthen and direct CI. Scope Clear mandates need to provide constant access to chosen insights (business areas, geographies, scenarios, etc.). Culture Awareness, understanding and expectations need to be managed. Management needs to walk the talk. Tools A selection of analytical and supportive tools needs to be invested in and maintained, improved in an ongoing fashion. DeliverablesIntelligence users should be served the most suitable intelligence products right on time. In your own words, using established / known lingo!

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Improvement action work book Goals (from above) Intelligence requirements should be driven by established processes such as business planning, project framework, etc. Operational processes need to support and protect the CI function. Status Quo (from above) Some level of (still inconsistent) coordination. Analysis slowly improving. Spot checking instead of integrated active monitoring. Scenario planning, risk analysis, forward looking and early warnings non existent or very limited. Improvement Potential Strengthen established processes (e.g. via business planning process). Activate ongoing market monitoring with consistent output to decision makers. Establish early warnings system to minimize surprises, identify opportunities, predict market events & competitor’s moves (e.g. war gaming). Benefits Limit risks through pro-active counter-measures and eliminating blind-spots. Enable well educated decision making through timely intelligence for business and project planning. Sustainable workload reduction through continuous accessibility of intelligence. Consequences if left unchanged Sketchy market and competitive insights at best. Uncontrolled and un-proportional work load to satisfy proper decision making. High risk for surprises without option to counter-act. Opportunities left to competition. MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad-hoc process that is putting out fires. Uncoordinated information purchases. CI Process 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters”) Level 18%34%38%3%7% ? Group Work 2

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Integrating the MI organization and the external Partner to support the key decision- making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non-structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad-hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized e-mail alerts, commentary and scheduled analysis. Custom analysis and workshops integrated with the key decisions. Personalized e-mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/internal content production and e-mail alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. E-mails for communication. Use of basic corporate intranet for centrally posting MI deliverables. E-mails for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future-orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensively. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters”) Level Ask your executives to deal the “slider” 18%34%38%3%7% 52%31%7%4%6% 4%43%40%10%3% 34%28%26%7%6% 3%57%32%5%1% 37%48%8%3%4%? ? ? ? ? ?

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Business decision work sheet Improvement Potential Strengthen established processes (e.g. via business planning process). Activate ongoing market monitoring with consistent output to decision makers. Establish early warnings system to minimize surprises, identify opportunities, predict market events & competitor’s moves (e.g. war gaming). Suggested Initiatives Involvement in business plans health checks and audits in an advisor role. Take advantage of direct feedback for intelligence process improvements. Early warning system and monitoring to be supported by company-wide process that should be part of marketers routine activities. Identify intelligence routines that could be improved and better supported by common processes. Officialize, communicate and promote cross-segmental CI network responsibilities, support and processes (CI team). Tailor dissemination processes to ensure effective intelligence work flow: Decision Maker -> Intelligence Acquisition/Production -> Dissemination -> Decision Maker. Embed applicable CI tasks in decision processes (e.g. strategic planning, NBD, opportunity scouting, etc.). Strengthen consistent role profiles for marketers with CI tasks (HR and line management involvement). Business Units Input (Requirements) …this will define definitive improvement actions and ultimately drive the CI mandate… Repeat for all CI functions Group Work 3

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Example CI mind map – targeted model Mandating Strategic Strategy Plans Business Plans Marketing Plans Continuous Strategic Monitoring Periodic Intelligence Briefs Scenario Analysis War Gaming Risk Analysis Strategic Deep Dives Tactical Ad-hoc Research Event Intelligence Article Commentary Competitor Profiles Product Intelligence Technology Intelligence Customer Intelligence New Market Entries Competitive Landscapes KITs (Key Intelligence Topics) Education Operational Pre-requisites Tools Vendor Management Internal Promotion Resource Management Legal/Ethical Guidelines Sustainability Counter Intelligence Passiva (Enablers) Activa (Deliverables) Analysis Situation Analysis Primary Research Secondary Research Strategic Tools - Strategy Formulation - Strategy Implementation - Strategy Evaluation General, Routine Analysis Database(s) Sponsorship Governance Networking/Synergies Array of Analysis Tools & Techniques Intelligence Life Cycle Processes Guidelines Intelligence Culture

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. CI improvement action plan visualization Mandating Strategic Strategy Plans Business Plans Marketing Plans Continuous Strategic Monitoring Periodic Intelligence Briefs Scenario Analysis War Gaming Risk Analysis Strategic Deep Dives Tactical Ad-hoc Research Event Intelligence Article Commentary Competitor Profiles Product Intelligence Technology Intelligence Customer Intelligence New Market Entries Competitive Landscapes KITs (Key Intelligence Topics) Education Operational Pre-requisites Tools Vendor Management Internal Promotion Resource Management Legal/Ethical Guidelines Sustainability Counter Intelligence Analysis Situation Analysis Primary Research Secondary Research Strategic Tools - Strategy Formulation - Strategy Implementation - Strategy Evaluation General, Routine Analysis Database(s) Sponsorship Governance Networking/Synergies Array of Analysis Tools & Techniques Intelligence Life Cycle Processes Guidelines Intelligence Culture Focus 2009 Complete No frame = still missing Stronger Weaker Started or completed after 6 months with GIA Plaza implementation

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Learning from the best: copy/paste/adjust Resolving Issues Desired improvements: Make it “THEIR” decision! Pre-Requisites for CI improvements Gaining best practice insights Gap visualization & improvement actions Structured evaluation of status quo Pro-active Issues Management

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Issue: “Not invented here” syndrome What really happens “Been there –done that” attitudes Fear to lose influence No trust No high priority Potential damage Slow-down efforts Collaboration issues Negative peer pressure True supporters isolated How we resolved it Active team work, involve pro’s High degree of decision power Sense of urgency Pass-through of executives buy-in Simple, effective measurements Celebrate successes Impact, results Enthusiasm Speed Internal promotion Level of detail

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Issue: Capacity constraints What really happens Half-hearted actions Activity delays Priority struggle Resource competition Potential damage Delivery failure Project delays Loss of trust Cancellation How we resolved it Firm agreements on mile stone goals Review periodically Flexibility to adjust Small steps Respect capacity sharing Integrate according to all priorities Impact, results Delivery on time Pro-active delay management Respect by peers and management Increased tolerance

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Issue: Short-lived improvements What really happens One-off attitude Irritation of scope and processes Conflicting agendas Potential damage Fall back to old ways of doing things Undermining efforts and leaders Create mistrust How we resolved it Embed into existing processes Everyone walk the talk Reduce workload for others Create enthusiasm for intelligence Life cycle Impact, results Automatisms Managed spending Resource gains Improved expectations

Jens Thieme "Transform CI Framework into Questionnaire – obtain Mandates", www.thie.me. All rights reserved. Issue: You! What really happens Over-ambitious Running the show yourself Fast paced Want to proof yourself Potential damage Interference with conflicting agendas Overstretching resources Overwhelm others with complexity Burn-out Project cuts How we resolved it Patience!!! Long term/mid term plans broken down Digestible and manageable milestones Simple measurements: “What gets measured, gets managed!” Impact, results High transparency Open doors for agreed targets Willingness to do more

Transform CI Framework into Questionnaire – obtain Mandates A step-by-step approach to evaluate the status quo, compare to best practice and convince executives to fill the gaps. Jens Thieme, www.thie.me SCIP European Summit, Amsterdam Nov 4, 2009 Thank You!

Transform CI Framework into Questionnaire – obtain Mandates A step-by-step approach to evaluate the status quo, compare to best practice and convince executives.

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Transform CI Framework into Questionnaire – obtain Mandates A step-by-step approach to evaluate the status quo, compare to best practice and convince executives.

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