Harvard Business Review
MAY 18, 2015
For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. To become more agile, s tart by rethinking your competitive intelligence process.
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. 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.
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Lead Change Blog
DECEMBER 14, 2015
Failure To Inform – It’s difficult enough to gain competitive intelligence; why would we withhold our own? ” It can manifest itself as a plain old fashion lack of feeling appreciated. And all of this leads to a lack of feeling motivated.
Harvard Business Review
MAY 1, 2014
Big companies have it easy when it comes to gathering and utilizing competitive intelligence. It can be as simple as a shared file on Google Docs or Sharepoint, or a company-developed wiki. To make this data useful, designate someone at the company to take control of competitive intelligence.
Great Leadership By Dan
NOVEMBER 6, 2007
Changing jobs is an often used and effective way to develop new leadership capabilities. Introduction Execution of Great Moves is one of the key strategies to support our Leadership Excellence Strategy. Lessons and Advice Development and results Development assignments are not a free ride.
Harvard Business Review
MAY 31, 2016
. “It’s important to thank the employee, and celebrate when you and your company have helped someone develop and grow, even if the time to work together has come to an end.” One side benefit of your employees getting other job offers is the “competitive intelligence” you get as a result, says Grote.
Harvard Business Review
SEPTEMBER 18, 2013
Second, think creatively by developing new mental models; audit — and then question — your organization’s fundamental beliefs and assumptions. What is your organization’s competitive space, and are there ways it might be redefined? If you or your organization didn’t exist, what difference would it make to the world?
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