Harvard Business Review

JULY 31, 2015

The second requirement is to anticipate response to your competitive moves so that they are not derailed by unexpected reactions. This “island mentality” is surprisingly prevalent among talented, seasoned managers. Instead, management implicitly assumes the information is being used, and used optimally.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

JUNE 16, 2016

Maybe a brand manager is moved to a different department, but little else changes – the same consultants are hired, the same “best practices” are pursued – and organization itself rarely actually learns. We must start to think differently about how business, management, and strategic intelligence works.

Planning 8

Planning Competitive Intelligence Pharmaceuticals Brand 8

Great Leadership By Dan

NOVEMBER 6, 2007

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. There are inherent risks and pitfalls that can be avoided or need to be managed.

Development 120

Development Advice Learning Curve Execution 120

Harvard Business Review

JANUARY 26, 2016

For more than 30 years, most large corporations worldwide have adopted competitive intelligence (CI) as a way to expedite good decisions. We recently conducted a survey of CI managers and analysts who’ve been through our training program to see how much their findings influenced major company decisions, and why.

Competitive Intelligence 8

Competitive Intelligence Company CAPEX Analysis 8