article thumbnail

Companies Collect Competitive Intelligence, but Don’t Use It

Harvard Business Review

The second requirement is to anticipate response to your competitive moves so that they are not derailed by unexpected reactions. On the other hand, management never questions the actual use of this information by employees in brand, product, R&D, marketing, business development, sales, purchasing or any other market-facing function.

article thumbnail

A guide to great development moves

Great Leadership By Dan

Changing jobs is an often used and effective way to develop new leadership capabilities. While job changes can be a powerful catalyst for development, they can also lead to the derailment of a promising high potential leader. Lessons and Advice Development and results Development assignments are not a free ride.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

The Right Way to Use Analytics Isn’t for Planning

Harvard Business Review

What insights will cause an executive — in R&D or Marketing or Finance — to not only change his or her perspective, but to be able to juggle different perspectives? Use competitive intelligence differently. Study personal use of intelligence. What builds management perspectives?

article thumbnail

Only Half of Companies Actually Use the Competitive Intelligence They Collect

Harvard Business Review

For more than 30 years, most large corporations worldwide have adopted competitive intelligence (CI) as a way to expedite good decisions. and European corporations, from CI-trained analysts in marketing, business development, strategy, R&D, finance, and other fields. They had an average of 6.3