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Building an infrastructure that is capable of quickly collecting and distributing intelligence across the enterprise.

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>Technology to Compete.


© Copyright clearCi North America, Inc. 2013 clearCi North America, Inc. 1700 E. Las Olas Blvd. Suite 304 Fort Lauderdale, FL 33301 USA Produced in the United States of America – January 2013 All Rights Reserved. clearCi, the clearCi logo and clearCi.com are trademarks or registered trademarks. If these and other clearCi trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or TM), these symbols indicate U.S. registered or common law trademarks owned by clearCi at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. Examples of trademarked and protected terms: “Speed to Intelligence” and “Technology to Compete”


TABLE OF CONTENTS WHAT IS SPEED TO INTELLIGENCETM?--------------------------------- 1 INTRODUCTION SHOWING DATA WHO IS BOSS ---------------------------------------- 2 CEO CONCERNS: DEMANDING COMPLETE & HOLISTIC INSIGHTS TO LEAD ------------------------------------------------------- 4 MAKING ACCURATE ASSUMPTIONS ABOUT THE FUTURE WITH TECHNOLOGY ----------------------------- 5 CMO CONCERNS: LEADING A TEAM CAPABLE OF TURNING DIGITAL DATA INTO REVENUE DRIVERS ----------------------------- 6 FOLLOWING MARKETS & COMPETITORS TO WIN MORE CUSTOMERS ------------------------------------------------ 7 CIO CONCERNS: CREATING AN INTELLIGENCE DISTRIBUTION PLATFORM ------------------------------------------------------------------- 8 CFO CONCERNS: EMBRACING NEW TECHNOLOGIES TO MINIMIZE UNCERTAINTY -------------------------------------------------- 10 ABOUT clearCi -------------------------------------------------- 12


WHAT IS SPEED TO INTELLIGENCE ? TM

Intelligence occurs when relevant information is collected, analyzed and used to take appropriate action, such as in competitive, market or business intelligence. Speed to intelligenceTM - how quickly information is captured and utilized- includes the time it takes to distribute intelligence to knowledge workers. Recent studies regarding Big Data and knowledge management suggest that in 2013 social media, a growing number of device & channel choices, and a global economy with a chronic case of Internet dependency will oversaturate the business environment with streams of unstructured data: some insightful, others inaccurate, and most, flat-out irrelevant. Being able to efficiently access, evaluate, sort, and distribute relevant data across the enterprise will become dramatically difficult to do without technology.


INTRODUCTION

SHOWING DATA WHO IS BOSS

2

As more economies around the world become Internet dependent via multiple communication channels, the focus for organizations in 2013 will be around utilizing data to compete, specifically by building an infrastructure that improves speed to intelligenceTM and distribution of intelligence across the organizational footprint. Competing targets shift more quickly and early warnings can easily turn into direct threats when critical data changes rapidly. Consequently, connecting the dots will become increasingly difficult when competitors begin to use technologies to unlock insightful data about customers, industries, markets, and products before others do. It’s a race that will

separate

disruptive leaders from the pack. The need for speed has always existed though. Marketing automation, workflow improvement, lean manufacturing, and business reengineering have become popular terms since America’s latest recession as they have lowered overhead,

97% of executives say their organizations must change to optimize information over the next two years.1 To learn more about digital data overload and its impact on today's business environment, visit www.IdeastoCompete.com

improved quality, and provided transformative insight during periods of uncertainty.


INTRODUCTION

3

Yet in 2013, innovation will remain a top C-level concern across the board as competitors ramp up their corporate intelligence functions with data mining technology. Performance indicators will depend heavily on how well companies respond to data in order to lead and disrupt their markets and win new customers. Cloud computing technologies specializing in competitive and

market

intelligence

revenue-generating

Gartner projects that Big Data infrastructure expenditures will grow to $34 billion in 2013, compared to $28 billion in 2012.2

2008

2009

The year of the US credit crunch and financial uncertainty.

The year of operational efficiency through technology.

alternatives

transformative

business

programs

new

in

will

serve in

projects,

markets,

as

low-cost

2013,

creating

successful

meaningful

strategic

relationships, and better informed leaders. _____ 1

From Overload to Impact: An Industry Scorecard on Big Data Business 2 Challenges; July 12, 2012; Oracle. Gartner Worldwide IT Spending Forecast, 3Q12 Update & Predictions, October 2012

2011

2012

The year of slow, but progressive growth.

The year of increased Internet dependency, social media adoption and digital data consumption.

2010

The year of survival & need to innovate.

pilot

2013

The year to optimize speed to intelligenceTM.


CEO

DEMANDING COMPLETE & HOLISTIC INSIGHTS TO LEAD

4

CEOs need holistic, more complete insights that departments struggle to convert into accurate and actionable C-level recommendations. Competition has always been a concern for CEOs, but for many of them, effective leadership will require knowing more than the competition to capture new business opportunities, minimize risk, enter new markets, and build strategic relationships that add value for the long haul.3 Although these activities require the help of department leaders, they are often times so entrenched in their operations that critical information

is

frequently

overlooked,

creating

disadvantages and challenges that could have been avoided altogether. With the Internet shifting business landscapes and growth spilling into global markets, it will be more challenging to understand what exactly impacts organizational changes at various levels. Moving forward, the only way to make sense of the external environment will be through appropriate use of technology. To compete, CEOs must continue to embrace technology (and its many forms) to obtain a sixth sense of understanding humans naturally lack.

The time available to capture, interpret and act on information is getting shorter and shorter. CEO, Chemicals and Petroleum Industry, United States

What are CEOs looking for? Getting accurate and meaningful reports that are holistic and complete Obtaining insight before others do Recording the voice of the customer as they speak through online channels Using intelligence to align strategic leaders with the

_____ 3

The CEO Institute: The Top Issues Keeping CEOs Awake at Night in 2012 with Future Projections http://www.ceo.com.au/in_the_news0+ M524c95a9e9a.html

realities of the external environment including, but not limited to, changing regulations, emerging markets, competitor rumors, disruptive actions, and direct threats


CEO

5

MAKING ACCURATE ASSUMPTIONS ABOUT THE FUTURE WITH TECHNOLOGY TIME

OBSERVER

In this illustration, the concept of time is shown using spiral cones. The observer (knowledge worker) is at the center of the two cones with visibility to both sides of the cones. In order for the observer to see through the cones, data must be collected and interpreted properly. The spiral cones indicate that data is fluid and dynamic enough to create relative perspectives. Located in the present is a circular space, which may or may not allow room for multitasking in the present, depending on available resources.

TIME

In this illustration, the concept of time is shown with a box blocking the observer's vision outside of the future cone. This represents companies that are "boxed in" by corporate cultures that are not forward thinking, lack resources, or use outdated technologies or tools. Technology is the sixth sense companies must rely on to understand their environment, see past the future cone and make accurate market predictions.

OBSERVER


CMO

6

LEADING A TEAM CAPABLE OF TURNING DIGITAL DATA INTO REVENUE DRIVERS

To exceed expectations, CMOs must be able to consume digital data in a way that can increase value in a timely and competitive manner. But with the marketing function being pulled into different directions, many marketers feel underprepared to unlock the power of intelligence that comes from digital data. Today’s CMO is fascinated with social media and the increased dependency customers have towards the Internet. This kind of dependency marketer’s

love

for

analytics

using

triggered

a

marketing

automation tools. The insight gained from these tools prove time and time again that customers rely on the Internet to conduct research, compare products, make purchases, and share brand experiences. According to a recent IBM CMO Study, what is most overwhelming to them is their inability to contain today’s digital data explosion, specifically their ability to obtain a clear understanding of how to manage social media perception, communicate differentiation, and create targeted messaging with the growth of device and Being able to collect the right information, making sure the right people have access to it, can analyze it and make recommendations based on insights — this is where marketing needs to lead, invest, engage. Denis Cochet, Senior Vice President, Sales & Marketing, Alstom Power

channel choices.

4

As data continues to multiply and morph online, marketing teams remain occupied with managing campaigns and tactical priorities that generate sales today. But with so many tasks piling up, it’s not surprising competitor and market shifts are identified too late in the game. Benchmarking rituals and a quarterly competitive analysis will no longer provide CMOs with timely insight due to the rapid shifts commonplace in today’s business environment. For CMOs to lead, they must proactively and consistently follow competitor messaging, online

_____ 4

Insights from the Global Chief Marketing Officer; From Stretched to Strengthened; IBM Institute for Business Value 2011

campaigns, product positioning and pricing strategies, as well as their social media interactions in a way that does not increase overhead costs.


CMO

7

FOLLOWING MARKETS & COMPETITORS TO WIN MORE CUSTOMERS

The Internet economy hosts many activities driving innovation in the marketing organization. These activities now influence how online marketing strategies are executed and measured over time. And with multiple markets having different characteristics, messages and offers, it will become increasingly challenging to paint a clear picture of how the organization compares to the competition in the Internet economy without technology.


CIO

8

CREATING AN INTELLIGENCE DISTRIBUTION PLATFORM

Many executive studies suggest CIOs will continue to struggle with many of the same challenges or concerns in previous years, but with a new layer of external digital data dependency in 2013. To compete, CIOs will have to proactively implement a holistic intelligence distribution platform designed to help department leaders pin-point what external forces are driving business change. CIOs will be required to go beyond collecting traditional data and focus on

MARKETS

garnering dynamic information about global markets,

PRODUCTS

emerging economies and industries, and social media, to name a few.5 To be effective though, CIOs will have to develop an external data management strategy that is

COMPLETE INTELLIGENCE

INDUSTRIES

interlaced with flexible technology to cope with how fast valuable information is being generated online from multiple sources, languages, and from more than one country around the clock.

COMPETITORS VENDORS

Leveraging the power of cloud computing will kick start innovation at the lowest possible costs with the lowest risk to the organization. Many cloud computing

CUSTOMERS

solutions make it easy and afforable to share external data from within using proven metrics and a track record of success. In 2013, CIOs will need to embrace these new tools designed to help knowledge workers The strategic CIO will use the next several months to collaborate with the CEO in upgrading that tech-centric [cloud computing] plan into a broader vision for a sweeping business transformation of the entire enterprise. Bob Evans Senior VP,Global CIO6

decipher information about their environment and improve departmental performance.

What are CIO’s looking for? Affordable cloud computing technologies that meet the evolving needs of different users Flexible open source technology that can mold to the overall business needs Technology requiring minimal support and training Technology that can provide a measurable return on investment over time


CIO

9

When knowledge workers are interconnected to digital data, the speed of intelligenceTM increases. Yet, many organizations will admit they are not completely setup to connect their employees with Internet data streams, creating a deficiency IT executives find overwhelming to address using their existing technology infrastructure. Competitive or market intelligence technology on the cloud collects, organizes, and reports how digital data has changed over time, giving decision makers the ability to quickly decode insights and pump their findings across the entire enterprise. Effective data collection technologies must also mold to the company's strategic needs over time. For example,

_____ 5

Insights from the Global Chief Information Officer Study Executive Summary; The Essential CIO; IBM Institute for Business Value 2011 6

Information Week; Global CIO: The Top 10 CIO Issues For 2010 http://www.informationweek.com/global-cio/security/global-ciothe-top-10-cio-issues-for-201/222002799

prior to entering new markets or launching a new business venture, data mining technology should shift gears quickly enough to generate the insight needed before finalizing strategic decisions.

DEPARTMENTAL ALIGNMENT

Data Reporting + Distribution

Data Trending

Data Tracking

Data Collection & Automatic Organization

SPEED TO INTELLIGENGETM


CFO

10

EMBRACING NEW TECHNOLOGIES TO MINIMIZE UNCERTAINTY

CFOs are concerned about making better market predictions, reacting faster to financial data, and optimizing operations in a way that accounts for external forces and sustains growth over time. Many will tap into technology solutions designed to enhance the company’s business model and generate the greatest return at reasonable payback periods. Efficiency through technology is an area many CFOs relied on to adapt to the financial struggles of 2007/ 2008, positioning their organizations for survival. But now, with technology driving lean, mean operations, CFOs are expected to work much closer with department leaders to explore technologies that promote healthy decision making on multiple levels (e.g., department, project, product, investment, and business improvement programs)7. Fueling insightful information across the enterprise at multiple levels is easier said then done, and CFOs are

To drive growth in 2013, 200 global CFOs and senior executives reported their companies plan to spend more in three key areas8:

being mindful of the costs associated with leading these changes as well as the costs linked with doing nothing. Many of them understand that innovation nowadays can evolve from structured data and leading CFOs will search for new ways departments can understand it quickly enough to turn cost centers into revenue

2013 Increased Investment

+61% +59%

drivers. The competition is exploring similar types of financial shifts, and competitive intelligence teams have a duty to use this kind of insight to support their financial recommendations to their leaders and board

+52%

of directors.

Expansion into New Markets

New Product & Service Development

New Technology


CFO

11

When organizations are not equipped to collect and process data in time, there is a deficiency most companies consider overwhelming to address. By investing in technology designed to collect, organize, store and report how digital data has changed over time, CFOs can become better positioned to use actionable and complete

data to make better investment decisions

across all levels of the organization. The most attractive payback period will come from cloud computing technologies designed to increase the company's speed to intelligenceTM by considering the unique needs of tactical and beneficiary users of data. _____

The ability to easily exchange information between both

7

parties in a timely fashion will drastically improve

The New Value Integrator: Insights from the Global Chief Financial Officer; 8 IBM Institute for Business Value 2011. American Express Survey- 2013 CFO Outlook: Investing in Growth, Looking to Expand.

decision making, enhance business performance, and promote innovation in 2013.

THE KNOWLEDGE WORKER UNDERSTOOD TACTICAL

BENEFICIARIES

Depends on various unstructured data sources

Depends on structured reports & analytics

Spends time researching, analyzing and forming conclusions

Uses information to plan, lead operations, and make strategic decisions

Technology focus: role-specific requirements

Technology focus: function-specific requirements

Eff iciency gains

Effectiveness gain

Example: Market analyst gathering and reporting information about industries, products, consumers, etc.

Example: VP of Marketing determining a market position or a sales associate making a counter offer to close a large bid.

DEPARTMENTAL ALIGNMENT


12

clearCi's patent-pending technology received the following four technology awards at the UpStart Cloud Computing competition in San Francisco, CA: > Best BI/Analytics Solution > Best Industry Application > Best Cloud Service Provider > Best Big Data Solution The UP-START Cloud Awards -- part of the UP 2012 Cloud Computing Conference -produced by Cloudcor, is an industry leading recognition event which showcases the leading technology innovators in cloud computing, providing a forum for business and technology leaders to learn more about how cloud computing can enable growth and innovation for companies across all industries.

>Technology to Compete.

Headquartered in Fort Lauderdale, FL, clearCi helps companies collect, analyze, manage and share intelligence across the enterprise so they can effectively compete in today's digital era. clearCi operates in four countries and supports executives from companies in over 10 countries around the world. Launched in 2011, the patent-pending SaaS application works as an automated Competitive Intelligence (CI) informant to collect insightful data about competitors online and distribute it to decision makers across the enterprise. www.clearCi.com Call + 1 (888) 741-9010 for a quick demo.


2013: The Year Companies Speed to Intelligence