La [SCIP]url:http://www.scip.org/ (Society of Competitive Intelligence Professionals) est une association de professionnels en intelligence économique d'origine américaine, réunissant désormais des chapitres locaux à travers le monde. Celle-ci constitue un réseau très fort sur de nombreux continents, à l'exception de la France, dont le volet apparaît depuis plusieurs années comme indépendant. Au delà de la simple mise en réseau, la SCIP a pour ambition de participer à l'évangélisation du marché et aux créations de connaissances attenantes à l'IE. Le [blog US]url:http://www.scipblog.org/ de la SCIP publie depuis plusieurs mois des interviews de professionnels, je vous propose de découvrir aujourd'hui celle de Mark Asher, que je trouve absolument passionnante. On y retrouve une approche à la fois stratégique et pragmatique de l'IE, sans langue de bois.
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Mark: Sure; I have been at Adobe just under eight years, and I have held a number of different roles in product management, business operations, and now in competitive intelligence through the corporate development organization for about two years.
Our competitive intelligence practice has two main charters. The first of those is primarily to keep our management team aware of competitive developments across all of Adobe's business thrusts and interests, as well as providing them with thoughtful implications and recommendations about how to react to those events as they occur.
In this context, events can be anything from earnings or product releases to acquisitions or major management shifts-pretty much any activity that impacts our interests. Most of that is backward looking, as you might expect. Something happens, and we provide thoughtful insight about it.
The other part of our charter is to provide forward-looking information about competitive events that haven't occurred yet, in terms of predicting what those might be and the probability that they will occur. We work with the various senior leaders across the company to try to understand how the potential for those events might impact their planning about where they are taking their businesses.
That interaction can be very structured and take the form of scenario planning or gaming. At other times, it will be very unstructured, but in either case, the ultimate goal is to come up with playbooks of tactics that we can put in place ahead of these events occurring so that we can just pull triggers in order to effectively blunt or reflect the impact of those events.
Sean: So to take an easy example, you may see software as a service coming up and decide to offer Photoshop as a service, to get ahead of the curve.
Mark: Right, although I would say it's probably less broad than that. More specifically, Competitor X has the potential to release an Application Y, and what would that look like? Or the potential to acquire Company B. What would the landscape look like if that were to occur and how should we react?
Sean: People are pretty interested in getting a handle on where CI departments fit into an organization. In some companies, it seems like every product marketing manager has a sub bullet for competitive planning in their job title.
In others, there's sort of a shadow organization that does competitive analysis, but they have a hard time getting the job done because they don't really have the authority they need. In still others, there's a market research organization that answers questions from the rest of the company.
Of course, those are just examples, and there are any number of other possibilities, but how does Adobe lay it out, broadly speaking?....
Une interview à lire dans sa totalité sur le blog de la SCIP
Our competitive intelligence practice has two main charters. The first of those is primarily to keep our management team aware of competitive developments across all of Adobe's business thrusts and interests, as well as providing them with thoughtful implications and recommendations about how to react to those events as they occur.
In this context, events can be anything from earnings or product releases to acquisitions or major management shifts-pretty much any activity that impacts our interests. Most of that is backward looking, as you might expect. Something happens, and we provide thoughtful insight about it.
The other part of our charter is to provide forward-looking information about competitive events that haven't occurred yet, in terms of predicting what those might be and the probability that they will occur. We work with the various senior leaders across the company to try to understand how the potential for those events might impact their planning about where they are taking their businesses.
That interaction can be very structured and take the form of scenario planning or gaming. At other times, it will be very unstructured, but in either case, the ultimate goal is to come up with playbooks of tactics that we can put in place ahead of these events occurring so that we can just pull triggers in order to effectively blunt or reflect the impact of those events.
Sean: So to take an easy example, you may see software as a service coming up and decide to offer Photoshop as a service, to get ahead of the curve.
Mark: Right, although I would say it's probably less broad than that. More specifically, Competitor X has the potential to release an Application Y, and what would that look like? Or the potential to acquire Company B. What would the landscape look like if that were to occur and how should we react?
Sean: People are pretty interested in getting a handle on where CI departments fit into an organization. In some companies, it seems like every product marketing manager has a sub bullet for competitive planning in their job title.
In others, there's sort of a shadow organization that does competitive analysis, but they have a hard time getting the job done because they don't really have the authority they need. In still others, there's a market research organization that answers questions from the rest of the company.
Of course, those are just examples, and there are any number of other possibilities, but how does Adobe lay it out, broadly speaking?....
Une interview à lire dans sa totalité sur le blog de la SCIP
Le blog de VerbalKint - www.verbalkint.net -
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