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GIA Conference 2012: Key Success Factors for High Impact MI
Engaging Internal MI Networks in Intelligence Co-creation
London, 13 June 2012, 9:00 - 16:00
Conference Day 2, Wednesday, June 13
9:00 - 9:45 Building Intelligence Culture: Turning
‘Willing to Share’ to 'Will share!' at Philips Healthcare
Daniel Cho, Director
of Marketing, Market Intelligence & New Product Introduction,
Philips Healthcare
9:45 - 10:30 Reaching for Olympic levels in Market
Intelligence Product Portfolio
Luc Rooms, Head of
Market Analysis and Management Reporting, Belgacom
10:30 - 11:00 Refreshments & Networking Break
11:00 - 12:15 Interactive Roundtable Sessions - Round 1
-
Track 1: Rapid Deployment of MI Programs
(Facilitators: Luis Madureira, Head of Innovation & Intelligence, Central de Cervejas, part of the HEINEKEN company and Irmeli Hirvensalo, Director, Intelligence Best Practices, GIA)
-
Track 2: Market Intelligence Around the World (Facilitators: to be confirmed)
- Track 3: Consultative Skills in MI
(Facilitators: Anders
Marvik, Vice President, Strategic Planning, Statoil and Hans Hedin, Vice
President Business Development, GIA)
- Track 4: Developing Intelligence Culture (Facilitators: Paul Clapham, European Market Research & Corporate Strategy Director, Canon Europe Ltd. and Joost Drieman, Senior Consultant, Global Intelligence Alliance)
- Track 5: Perfecting the Intelligence Deliverables Portfolio (Facilitators: Henning Heinrich, T-Systems and Aleksi Grym, Vice President UK, Global Intelligence Alliance)
-
Same Tracks as in Round 1
- What are the fundamental reasons for people to share information and experiences?
- What are some key reasons for people NOT to share their information, even if it would be very necessary and beneficial for the organization?
- How have Philips
Healthcare successfully turned sharing from an ideal to everyday reality?
- Have a plan: Benchmarking Assessment as a starting point for identifying development areas
- Build on your strengths: Housing Market Intelligence and Management Reporting under one function
- Build your image: Enhancing the look and feel of Intelligence Products through branding
- Perform: Enhancing the insightfulness of Intelligence Products through co-creation + Examples of Intelligence Products that have created business impact
- Defining the scope – how do you make sure to start small and at the same time serve relevant stakeholders
- Your MI deployment plan – what are the key elements for a successful launch?
- The importance of quick wins
- What is the needed skill set for an MI professional to become an advisor?
- How do you deliver advisory services?
- How to overall develop the consultative competencies within your MI program?
- What is the role of advisor network as a source?
- Role of top management in establishing intelligence culture
- Importance of internal marketing of world class branding
- From awareness to assistance - How end users become contributors?
- Conducting a 360
degree intelligence audit as part of assessing and building intelligence
culture
12:15
– 1:15 Networking Lunch
13:15 - 14:30 Interactive Roundtable Sessions - Round 2
14:30 - 15:00 Refreshments & Networking Break
15:00 - 15:45 MI as an Enabler for Dynamic Strategy
Anders Marvik, Vice President, Strategic Planning,
Statoil
15:45 - 16:00 Closing Remarks
Hans Hedin, Vice President Business Development, GIA
9:00 – 9:45 Building Intelligence Culture: Turning ‘Willing to Share’ to ‘Will share!’ at Philips Healthcare
Daniel Cho, Director
of Marketing, Market Intelligence & New Product Introduction,
Philips Healthcare
In order to win in a competitive world, business has to learn to repeat successes and unlearn failures. In order to do it effectively across the whole organization, there must be a culture of sharing. The virtual linkage between a knowledge owner and the knowledge seeker is critically important, especially if you are operating globally, and with thousands of people. The ability to avoid mistakes and failing projects can help companies avoid losing millions of dollars.
The benefit of sharing is very obvious to the business owners, yet turning people from ‘willing to share’ to ‘will share’ has proved difficult in numerous organizations. Why don’t people always share, and what can be done to change this? In his presentation, Daniel Cho will elaborate on the culture of sharing by addressing the following key topics:
9:45 - 10:30 Reaching for Olympic levels in Market
Intelligence Product Portfolio
Luc
Rooms, Head of Market Analysis and Management Reporting, Belgacom
Market Intelligence deliverables eventually determine the value of the intelligence program. MI scope, processes, tools and organization may be top notch, yet the deliverables will need to match the needs of MI users, otherwise the MI program will merely be a cost center. Luc Rooms’ presentation about intelligence product portfolio will mix in a hint of Olympic spirit, featuring Belgacom’s race for medal positions in MI deliverables. The presentation outline will be as follows:
10:30 - 11:00 Refreshments & Networking Break
11:00 - 12:15 Interactive Roundtable Sessions
- Round 1
Track 1: Rapid Deployment of MI Programs
Facilitators: Luis Madureira, Head of Innovation & Intelligence, Central Cervejas, part of the HEINEKEN company and Irmeli Hirvensalo, Director, Intelligence Best Practices, GIA
In today’s fast paced business environment, no company can spend years in developing high impact intelligence programs. MI initiative is required to reach awareness and acceptance soon in the deployment process. While it is important to plan and design the process well, MI teams need to act fast and find quick wins to establish credibility. They also need to make sure the MI scope is properly defined from the beginning and that they have proper resources, skills and tools available to deploy their plan. This workshop specifically supports companies in planning and design phases, as well as companies looking for quick wins within their initiatives.
In this session Luis Madureira will discuss the following topics, among others:
Track 2:
Market Intelligence Around the World
Facilitators: (to be confirmed)
The emerging growth markets such as China, Asia Pacific, Central and Eastern Europe, and Latin America are rapidly becoming part of the geographic scope of most companies’ intelligence programs. The primary focus in these areas is gradually shifting from looking at investment opportunities and market entry strategies to continuously keeping the areas under the radar. Many Western companies already have an established presence in the growth markets, and they now need to stay on top of the local market dynamics both on an everyday basis and looking into the future.
In this roundtable it will be discussed how Market Intelligence is a completely new task for companies operating in emerging markets. Companies will need to learn how to deal with cultural differences, language issues, etc. It is also important to learn, for example, how to analyze the local regulatory environment which usually is very different from what most companies are used to. Also local source knowledge is extremely important as quality of MI greatly depends on the reliability of information.
Track 3: Consultative Skills in MI
Anders
Marvik, Vice President, Strategic Planning, Statoil and Hans Hedin, Vice
President Business Development, GIA
Many Market Intelligence teams are stuck with being perceived as researchers or analysts who can just deliver information, but not provide real impact to decision making. For an MI program to make an impact on decision-making, it needs people who can be consultative in their approach and become respected advisors to senior management.
In this roundtable Anders Marvik shares his experiences on how you can achieve the advisor role. You will also get an opportunity to discuss with your peers about:
Track 4: Developing Intelligence Culture
(Facilitators: Paul Clapham, European Market Research & Corporate Strategy Director, Canon Europe Ltd. and Joost Drieman, Senior Consultant, Global Intelligence Alliance)
Arguably, the most difficult part of establishing a world class intelligence program is creating a culture that supports active communication and provides benefits both on tactical and strategic level. Intelligence really becomes part of the corporate DNA when the whole organization, including top management and field organization, considers it part of the daily job routine. When different functional groups, such as sales, supply chain management, and business development all are aware of the importance of intelligence and start acting as advocates and supporters, this culture becomes a valuable asset for the company.
In this session the focus will be on the following building blocks of a true intelligence culture:
Track 5: Perfecting the Intelligence Deliverables Portfolio
Facilitators: Henning Heinrich, VP Market Intelligence, T-Systems, and Aleksi Grym, Vice President UK, Global intelligence Alliance
Just as companies need to continuously offer compelling products and services to stay competitive, market intelligence executives need to ensure that their deliverables are valuable, practical and user-friendly. You spend large amounts of time to collate research data, survey questionnaires, stakeholder interviews, news alerts and social media information. How can deliverables be presented effectively and that the key messages don’t get lost in the materials?
The participants will get to understand why it is critical to have a complete market intelligence deliverables portfolio, and the competence level needed to produce various types of intelligence deliverables. They will also learn how to create an intelligence portfolio and learn how Best Buy have successfully developed and extended their market intelligence deliverables.
12:15 – 13:15 Networking Lunch
13:15 - 14:30 Interactive Roundtable Sessions - Round 2
Same tracks as in Round 1
14:30 - 15:00 Refreshments & Networking Break
15:00 - 15:45 MI as an Enabler for Dynamic Strategy
Anders Marvik, Vice President, Strategic Planning, Statoil
Most large companies support their regular strategic planning with Market Intelligence deliverables; Insights and analyses that will help the company plan its next moves in the marketplace. Traditionally, the MI support to strategy is relatively static by nature; the planning takes place at certain intervals, and MI efforts are activated accordingly.
Yet bringing in MI to support strategy only, say once per year may not be enough. Rather, Anders Marvik has worked in his company to integrate MI as part of the on-going, dynamic implementation of strategy, where MI is a key enabler to make this happen.
15:45 - 16:00 Closing Remarks
Conference Chairman Hans Hedin, Vice President, Business Development, GIA
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