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. These cause more damage to the discipline than if management was simply ignorant.
Harvard Business Review
DECEMBER 20, 2010
Yet when it comes to lower-level employees responsible for gathering competitive intelligence, those same lawyers impose Draconian rules that prevent employees from speaking with a competitor directly, or even engaging a third party to speak with a competitor on their behalf.
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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.
Harvard Business Review
MAY 1, 2014
Big companies have it easy when it comes to gathering and utilizing competitive intelligence. To make this data useful, designate someone at the company to take control of competitive intelligence. If you make competitive intelligence everyone’s responsibility, it will be forgotten. Note the geography.
Harvard Business Review
JUNE 12, 2014
Often, managers think about patent litigation as a “narrow” strategy to protect a particular technology against a specific infringer. Plenty of management books describe patent litigation in such a narrow way: you file a suit to recover damages from someone who is copying you. So why has Apple not sued Google?
Harvard Business Review
MARCH 31, 2015
Technology to do this exists, and it has implications for what managers can do before, during, and after the events they sponsor or attend. No technology can help managers who are unable or unwilling to set goals. At the event, new technologies provide cost-reduction and revenue opportunities for all stakeholders.
Harvard Business Review
DECEMBER 4, 2013
You’re in luck if your CEO, executive team, and general managers across the business are all accomplished analytical amateurs. business managers and professionals) is to have them work directly with analytics professionals on both analytics projects and simply meeting their own information needs.
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