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. Just ensuring that managers look at and consider competitive perspective should in principle, improve decisions. A Simple Yet Powerful Suggestion. That’s just common sense, too.
Chartered Management Institute
SEPTEMBER 25, 2009
You do not have to be an expert in Competitive Intelligence (C.I.) This article will introduce you to the power of C.I. to realise that the economy has undergone significant realignment over the last year remonding us all that business is inter-dependent. and some of the analytical thought patterns required.
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N2Growth Blog
APRIL 7, 2011
Social media also allows you access to business, market, and competitive intelligence in real time. . Business Benefits : Yes, I know, you’re the CEO and you have to pay attention to business. alone, which is more than 60% of the U.S. internet population.
Harvard Business Review
JUNE 16, 2016
It has been one of the most powerful and trusted brands in that market and held a commanding 63% market share. In his best-selling book, Superforecasting , Philip Tetlock states “The job of intelligence is to speak truth to power, not tell [the powers] temporarily in charge what they want to hear.”
Harvard Business Review
JUNE 12, 2014
The Apple-Samsung battle shows that patent litigation can be a much broader and powerful strategy. Firms need to learn the value of each other’s patents to settle disputes, and court decisions are a powerful way to learn. In particular, there are two features of the case which are worth pointing out.
Harvard Business Review
APRIL 13, 2015
But if you downplay the power of luck, you stand to fall behind competitors who have learned how to manage it. Gathering competitive intelligence. The more field intelligence a salesperson has, the smarter and luckier he or she becomes. The greater the provoked luck, the higher the performance.
Harvard Business Review
MAY 23, 2012
Whatever the technical arguments will be, as accounting professor Michael Power warns us , the forthcoming debates cannot be abstracted from social questions of the credibility and legitimacy of experts (risk experts, regulators and so on): the "how" of risk management remains inextricably linked to the status of "who" does it.
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